Tourism Diagnostic Toolkit

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Tourism
Diagnostic Toolkit
TOURISM DIAGNOSTIC TOOLKIT 1

Tourism for
Development
Knowledge Series
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About the Facility for Investment Acknowledgments
Climate Advisory Services (FIAS)
The development of this toolkit is based on the experience
This publication was developed with funding provided by FIAS and practice of a range of WBG tourism specialists and
Development Partners under the FY17-21 FIAS strategy, as external advisors, as well as lessons drawn from tourism sector
well as support from FMTAAS. Through the FIAS program, the operations across the WBG. It draws extensively from the
World Bank Group and donor partners facilitate investment original Tourism Sector Diagnostic (TSD) Tool developed for
climate reforms in developing countries to foster open, the use of IFC’s Advisory Services in East Asia and the Pacific.
productive, and competitive markets and to unlock sustainable That work was led by Jennifer Bartlett and John Perrottet
private investments in sectors that contribute to growth and with inputs from consultants Dain Simpson and Tim Martin,
poverty reduction. The FIAS program is managed by the World support of management and staff of the IFC/FIAS Global
Bank Group. Tourism Advisory team, as well as resources provided by Private
Enterprise Project - Pacific donors and a grant from IFC’s
Innovation Fund.
The preparation of this current publication was led by John

Perrottet and Louise Twining-Ward with support from Shaun
Mann, Hannah Messerli, Hermione Nevill, Wouter Schalken,
Carolyn Cain, Damien Shiels, Wendy Li, Nidal Mahmoud, Jose
Miguel Villascusa, Talia Salem and Vera Zhou. Send feedback to
[email protected]
4 TOURISM DIAGNOSTIC TOOLKIT

Table of Contents
ACRONYMS 6 ANNEXES 42
GLOSSARY 6 I. DIAGNOSTIC CHECKLISTS 42
EXECUTIVE SUMMARY 8 II. BENCHMARKING CHECKLISTS 60
SECTION ONE: III. STAKEHOLDER LISTS

TOURISM AT THE WORLD BANK GROUP 10 AND INTERVIEW GUIDES 61
Why Tourism for Development? 10 Public Sector 61
The World Bank Group Tourism Offer 11 Private Sector 62
Sustainable Tourism Global Solutions Group 12 Individuals and Civil Society 63
Other Institutions 63
SECTION TWO:
THE TOURISM ECOSYSTEM 14 Stakeholder Interview Guides 64
SECTION THREE: IV. SAMPLE TOURISM INDUSTRY SURVEYS 69

DIAGNOSTIC PROCESS 28 Local Tourism Industry Survey 69
Guide to Checklists 35 Travel Trade Survey 78
SECTION FOUR: V. SITE ASSESSMENT CHECKLIST 84

NEXT STEPS 40
VI. SAMPLE TERMS OF REFERENCE (TOR) 85
VII. SAMPLE REPORT TABLE OF CONTENTS 86

ACRONYMS
TERM DEFINITION
BTOR Back To Office Report
GDP Gross Domestic Product
GP Global Practice
FCI Finance, Competitiveness & Innovation
MICE Meetings, Incentives, Conventions and Exhibitions (also referred to as the Meetings Industry)
PDO Project Development Objective
PPP Public-Private Partnership
ODA Overseas Development Assistance
OTA Online Travel Agency (e.g. Expedia, Travelocity, Orbitz)
TTCI World Economic Forum’s Travel & Tourism Competitiveness Index
TTL Task Team Leader
UNWTO United Nations World Tourism Organization
WEF World Economic Forum
WTTC World Travel & Tourism Council
GLOSSARY
Note: The terms defined below are done in the context and purpose of this document. Definitions are not intended to be
universal. Most have been adapted from the United Nations World Tourism Organization (UNWTO).
TERM DEFINITION
Accommodation Any kind of housing (commercial or non-commercial) where a tourist stays a night or more.
Average daily rate The average room rate calculated on the gross room revenue divided by the total number of
(ADR) rooms occupied.
Destination A place defined by the market as a unique location of a size capable of attracting visitation.
Destination The leading tourism organization, which may encompass the various authorities, stakeholders
Management/ and professionals of a destination, and facilitates tourism sector partnerships towards a
Marketing collective destination vision.
Organization (DMO)
Destination and A list of a destination’s key attractions and stakeholders.
stakeholder mapping
Distribution channels Produces the link between the suppliers of travel services and the consumer. It is a system of
distribution that makes the product available.
Domestic tourist A visitor traveling within his/her country of residence whose trip includes an overnight stay
outside of their usual area. If a trip does not include an overnight stay, he/she is classified as a
same-day visitor, or excursionist.
F&B revenue Revenue derived from food and beverage sources in a hotel.
Free Independent An individual (or small group of <10) traveling and vacationing with a self-booked itinerary.
Traveler (FIT) They did not purchase a pre-packaged holiday.
Inbound tourism The activities of a non-resident visitor within the country of reference.
International tourist An international traveler who, with respect to the country of destination, is (a) on a tourism
trip, (b) is a nonresident traveling to a country or a resident traveling outside of it, and c) is not
renumerated by the destination country. If a trip does not include an overnight stay, he/she is
classified as a same-day visitor, or excursionist.
Length of stay Number of nights spent in one destination.
MICE A generic term which covers the segment of the market which travels for the purpose of
meetings, incentives, conferences and exhibitions, usually planned well in advance.

Occupancy rate The percentage of the total number of guestrooms, which are occupied by guests on any given date.
Outbound tourism The activities of a resident visitor outside the country of reference.
Package tour A travel product that bundles together travel products from different suppliers. Packages
typically include: return transportation, ground transfers, baggage handling, accommodation,
one or more meals per day, and applicable taxes. Car rentals, recreation and entertainment, and
gratuities may be included, but are more often supplementary.
RevPAR Revenue per available room. Gross rooms revenue divided by the number of available rooms. Total
RevPAR measures revenue from all sources (including F&B) divided by available rooms.
Room night A room being occupied by one or more guests for one night.
Same-day visitor A traveler taking a trip to a main destination outside his/her usual environment, for less than
(or excursionist) 24 hours. Also called a day visitor.
Supply chain A tourism supply chain (TSC) is defined as a network of tourism organizations engaged in
different activities ranging from the supply of different components of tourism products/
services, such as flights and accommodation to the distribution and marketing of the final
tourism product at a specific tourism destination.
Sustainable tourism Tourism that takes full account of its current and future economic, social, and environmental
impacts, addressing the needs of visitors, the industry, the environment, and host communities.
Tour operator Also called receptive tour operator, an inbound tour operator is a local business that provides
(inbound) itinerary planning, product selection and coordinates the reservation, confirmation and
payment of travel arrangements on behalf of their overseas clients, such as wholesalers or retail
travel agents.
Tour operator Outbound tour operators package products and experiences together to enable travel by
(outbound) residents from one country to another.
Tour wholesaler A company that purchases in bulk from travel service providers, packages travel products, and
markets these products through travel agents or directly to the public.
Tourism A social, cultural, and economic phenomenon, which entails the movement of people to
countries or places outside their usual environment for personal or business/professional
purposes for more than 24 hours and less than one year.
Tourism expenditure The amount paid for the acquisition of consumption goods and services, as well as valuables,
for own use or to give away, for and during tourism trips. It includes expenditures by visitors
themselves, as well as expenses that are paid for or reimbursed by others.
Tourism product A combination of tangible and intangible elements that make up a tourism experience, such as
natural, cultural, and manmade resources, attractions, facilities, services, and activities around
a specific center of interest, which represents the core of the destination-marketing mix and
creates an overall visitor experience, including emotional aspects for the potential customers.
A tourism product is priced and sold through distribution channels and it has a lifecycle.
Tourism Satellite An international standard developed by United Nations World Tourism Organization to present
Account economic data relative to tourism within a framework of internal and external consistency with
the rest of the statistical system through its link to the System of National Accounts. It is the
basic reconciliation framework of tourism statistics.
Tourism segment A way of describing components of visitor demand in accordance with common attributes,
such as origin, socio-demographic characteristics, and motivations for travel. Segments are
often matched with a range of travel services, i.e. transportation, accommodation, activities/
services/products consumed while on travel.
Tourist A visitor (domestic, inbound, or outbound) is classified as a tourist (or overnight visitor), if he or
she says at least one night (but less than a year), for any main purpose (business, leisure, or other
personal purpose) other than to be employed by a resident entity in the country or place visited.
Trip Travel by a person from the time of departure from his/her usual residence until he/she returns
(round trip). Trips taken by visitors are tourism trips.

Executive Summary
Tourism is recognized as a key sector for job creation and

sustainable development. Consequently, the demand for
tourism solutions among World Bank Group (WBG) client
countries is growing. To meet this demand, the tourism
specialists in the Finance, Competitiveness & Innovation
Global Practice (FCI GP) have developed this Tourism
Diagnostic Toolkit as a comprehensive reference for project
and operational teams conducting diagnostic activities to
guide the design and scoping of tourism projects.
The Tourism Diagnostic Toolkit provides systematic

guidance for identifying and assessing opportunities
and constraints in the tourism ecosystem, as well as
identifying potential points of entry for WBG interventions.
The toolkit includes information on the WBG’s current
tourism offer and the tourism diagnostic process,
a set of indicators and checklists for conducting secondary
research. It also includes a process to assess the country’s
readiness for sustainable development of its tourism sector.
This toolkit should be used in tandem with FCI’s Tourism
Theory of Change.1
The Tourism Diagnostic Toolkit is part of an evolving set of FCI

tourism resources, which are available for project teams to use
as part of their work on tourism projects.
1
Twining-Ward, L; Messerli, H; Sharma, A & Villascusa Cerezo, JM (2018).
Tourism Theory of Change. World Bank Group, Washington, DC.

The Diagnostic Process
The tourism sector diagnostic process follows four main steps:
PROJECT PLANNING
DESK RESEARCH
IN-COUNTRY ASSESSMENT
ANALYSIS AND REPORTING
Since tourism is a multi-stakeholder sector that influences

and is influenced by many parts of the economy, the toolkit
contains guides for desk research and in-country investigations
to help streamline the process. The Tourism Theory of Change
can further assist specialists in targeting areas of focus.
Diagnostic Outcomes
This diagnostic process aims to improve the success of
tourism projects by helping specialists to accurately pinpoint
the key challenges and develop solutions to address them.
These solutions include initiation of policy reforms that remove
restrictions affecting the sector, identification of public and
private investments in tourism and related infrastructure,
support for organizations that improve firm-level capability,
development of alternative access to finance solutions, and
capacity building.2
2
For more information on how the Tourism Diagnostic Toolkit can drive value
for your project or organization, please contact FCI’s Global Tourism team at
[email protected]

Section One:
Tourism at the World Bank Group
WHY TOURISM FOR DEVELOPMENT? President Jim Yong Kim further highlighted the sector’s ability
to create jobs, attract foreign investment, and conserve wildlife
Tourism is a powerful driver of economic growth and job creation, and biodiversity. The objective of tourism development from
particularly for emerging economies.3 Worth US $7 trillion and the World Bank perspective is to transform tourism assets
growing,4 tourism is the largest service sector in the world and into reliable sources of income; to create sustainable jobs;
accounts for 10.4 percent of global Gross Domestic Product and to address market failures that restrict growth, inclusion,
(GDP).5, 6 Tourism’s contribution to global GDP is forecasted to and investment in tourism. Tourism also has an important
grow an average of 3.8 percent per year over the next 10 years. role to play in the completion of the SDGs, particularly SDG 12,
An effective engine for employment generation, the sector Sustainable Production and Consumption.
supports 313 million people worldwide, or one in ten jobs.7
There are many ways tourism can contribute to sustainable
Tourism can play an integral role in fulfilling the World Bank development. Some of the most important ones are
Group’s (WBG) twin goals of ending extreme poverty and highlighted below. For more, refer to the WBG document
boosting shared prosperity. At the WBG Tourism Forum in 2015, 20 Reasons Sustainable Tourism Counts for Development.8
Figure 1: 20 Reasons Sustainable Tourism Counts For Development
Sustainable Resource Efficiency, Environmental

Economic Growth Protection, and Climate
1. Stimulates GDP Growth 13. Facilitates Conservation
2. Increases International Trade 14. Raises Climate Change Awareness
3. Boosts International Investment 15. Propels the Blue Economy
4. Drives Infrastructure Development
5. Supports Low-Income Economies Cultural Values, Diversity,
and Heritage
Social Inclusiveness, Employment,
and Povery Reduction 16. Protects Cultural Sites
17. Sustains Intangible Culture
6. Creates Jobs Efficiently
7. Promotes Inclusive Growth
8. Strengthens Rural Communities
Mutual Understanding,
9. Revitalizes Urban Areas
Peace, and Security
10. Improves Access to Income via Travel Tech 18. Spreads Philanthropy
11. Benefits Women 19. Cultivates Intercultural Understanding
12. Bolsters Artisans 20. Aids Post-Conflict Recovery
3
As defined by the International Monetary Fund (IMF).
4
United Nations World Tourism Organization (UNWTO). (2017). Tourism highlights, 2016 Edition.
5
World Travel & Tourism Council (WTTC). (2018). Travel & Tourism Global Economic Impact & Issues 2018.
https://www.wttc.org/-/media/files/reports/economic-impact-research/documents-2018/global-economic-impact-and-issues-2018-eng.pdf
6
United Nations World Tourism Organization (UNWTO). (2017). 2017 Annual Report.
7
World Travel & Tourism Council (WTTC). (2018). Travel & Tourism Global Economic Impact & Issues 2018.
https://www.wttc.org/-/media/files/reports/economic-impact-research/documents-2018/global-economic-impact-and-issues-2018-eng.pdf
8
World Bank Group. (2017). 20 Reasons Sustainable Tourism Counts for Development. Tourism for Development Knowledge Series.
https://openknowledge.worldbank.org/handle/10986/28388

THE WORLD BANK GROUP • Improve business environment. This involves reducing
TOURISM OFFER regulatory constraints that inhibit access and growth.
These constraints often include ineffective licensing,
The WBG works across many fronts in tourism, including registration, and investment approval processes; excessive
providing governments with sector policy advice, taxation; ineffective aviation policies; and restrictive visa
strengthening governance on national and sub-national levels, requirements. The WBG also works to increase the capacity
improving training and education for people to secure jobs of regulatory bodies to manage improved systems.
and to provide a quality product, investing in infrastructure
• Enhance firm performance. These activities are designed
and hotel properties, protecting the natural environment and to improve firm performance through financial mechanisms,
cultural heritage, building inclusive value chains, and ensuring enable access to technology, build quality and standards,
communities benefit from tourism. expand skills, and develop and strengthen supply chains.
• Expand market opportunities. The WBG helps clients
The WBG’s objective is to build mobilize public and private investment and works with
competitive, sustainable, and destinations to improve public-private coordination

and commercialize key assets. This includes identifying
inclusive destinations, which and creating new markets, appraising investment
opportunities and working to ensure that they are ready
help countries achieve their to take to market. The WBG also assists governments in
development objectives. defining the type and scale of public investment programs
that are necessary to support tourism and to ensure that
Competitive: destinations that are attractive, easy to access communities benefit from them.
and operate efficiently, and where the sector can make a Sustainability Products
positive contribution to economic development.9
• Policy direction and good leadership. The WBG also
Sustainable: tourism that takes full account of its current helps governments to set effective tourism policies
and future economic, social, and environmental impacts; and and plans, strengthen sector governance and delivery
addresses the needs of visitors, the sector, the environment, mechanisms, improve research and marketing standards,
and host communities.10 and capacity building.
Inclusive: tourism development that brings broad benefits • High-quality assets. Another core product is developing
across the population, including women, youth, indigenous high-quality tourism assets, which may include diversifying
groups, and those marginalized through geography, conflict, tourism product offerings, improving last-mile access, and
or climate-related events.11 upgrading tourism-related infrastructure. The ownership
and management of sites and the ability to maintain
The World Bank works on tourism in the following ways: them in the long term are important focuses on this area.
Competitiveness Products Inclusion Products
• Strengthen competitive position. The WBG carries • Inclusive supply chains. The WBG works to further the
out research and analysis to help client governments inclusion of marginalized and under-serviced groups in the
understand and define their competitive positions; tourism supply chain through supply-chain linkages, skills
identify the barriers to growth; strengthen their product development, adoption of new technologies, and stakeholder
offerings; and identify new opportunities for growth. engagement, with a special emphasis on gender equality.
9
The competitiveness of a destination depends on: i) the competitiveness of the firms that supply services in the destination and ii) the supply-side factors that
must exist at a destination that determine its image and attractiveness. (Enright, M., 2004).
10
United Nations World Tourism Organization (UNWTO). (2016). International Year of Sustainable Tourism for Development 2017.
11
Bakker, M., & Messerli, H. (2015). Inclusive growth versus pro-poor growth: Implications for tourism development. Tourism and Hospitality Research, 17(4), 1-8.

• Human Capital. The World Bank assists clients in SUSTAINABLE TOURISM GLOBAL
improving destination quality, development impact, SOLUTIONS GROUP
and inclusiveness, through new and strengthened small
and medium-sized enterprise (SME) links, upskilling, The WBG’s work in tourism is coordinated through the
employment services directed at local labor markets, Sustainable Tourism Global Solutions Group (GSG), which
and support for community engagement in planning, represents the full range of tourism’s needs, drawing
development, and entrepreneurship opportunities. members from all parts of the WBG. The GSG fosters open
communication, collaboration, and knowledge exchange
This work is a combination of rapid-response support and across the WBG on project design and implementation.
longer-term engagement. With rising demand to develop the The WBG’s tourism offerings, combined with natural
tourism sector, the World Bank Group is increasing its capacity and cultural heritage conservation, management and
to design and help implement solutions that cut across infrastructure, and livelihoods improvements can lead to
Global Practices, Cross-Cutting Solutions Areas (CCSAs), IFC transformational impact with a focus on sustainable growth,
and MIGA. Interventions typically draw on a wide range of job creation, and poverty alleviation.
expertise from across the WBG.
Many parts of the World Bank Group are active in tourism

including Global Practices, Cross-Cutting Solutions Areas, IFC
and MIGA.
Finance, Competitiveness & Innovation Global Practice (FCI)

works in partnership with governments and the private sector
to assist at critical stages along the tourism development
process. FCI provides detailed industry diagnostics and rapid
assessments; helps countries develop integrated solutions
that build competitive, sustainable, and inclusive destinations;
and offers financing and technical advice to implement those
solutions. FCI includes tourism sector specialists with deep
industry experience in both the public and private sectors in
such fields as policy, strategy and planning, accommodation
and tour operations, market analysis, marketing and
promotions, training and skill development, finance and
investment. The FCI Global Tourism team plays a key role in
the scoping, diagnostic and design phases. It is often the entry
point for the development tourism projects within the WBG.


Section Two:
The Tourism Ecosystem
Figure 2: A Typical Tourist’s Points of Contact and Services
TOURIST
ORGANIZATION
TRANSPORT ACCOMMODATION EXCURSIONS SHOPPING
OF TRAVEL
Excursion and event

Travel agent Airlines Hotels Commercial retail
operators
Tour operator Cruise lines Lodges Local guides Local bazars
Experiences offered
Individual
Car rental services Camping place through digital Artisanal centers
(online booking)
platforms
Other transport Peer-to-peer

services accommodation
Natural assets in tourist destinations

Flora, fauna, environment, historical sites, identity groups
Source: Adapted from Inrate.
A typical tourist interacts with many different suppliers the policy and legal frameworks that are necessary to produce,
in organizing a trip. Travelers take various forms of deliver and regulate the tourism products and experiences we
transportation (planes, trains, boats, cars) to reach their travel purchase. The tourism ecosystem is complex, involving multiple
destination and to move around when they get there. When actors, sub-sectors, markets, stakeholders, and potential
they arrive, visitors stay in hotels, with friends or family, or in intervention entry points. Teams need to understand the
other lodgings. They consume goods and services provided by structure of the tourism sector, the relationships between the
individuals or enterprises and enjoy activities available. Some main drivers of supply and demand, key stakeholders, and the
of the tourism expenditure stays in the destination, while other language of tourism before starting a diagnostic assessment.
spending goes to other international suppliers along the way.
These transactions and related industries are all part of the People who travel away from
‘tourism sector’.
However, our experience as a consumer tells us little about the

home for more than 24 hours
processes, distribution systems, transaction mechanisms or are tourists.

Travelers travel agencies (OTAs) like Expedia and Booking.com or

researched through metasearch companies like KAYAK.
People travel for many reasons: for work (business trips),
Intermediaries like tour companies or wholesalers assemble
holidays (leisure), education, shopping, medical, religious, and
other tourism products (e.g. “5 nights in the Bahamas with
sports, as well as visiting their friends and relatives.
air, accommodation, meals, and transfers included” or a
These are examples of market segments. Each segment can “21-day Patagonia Safari by Intrepid”). These firms aggregate
potentially contain dozens of ‘sub-segments’. For example, individual elements (accommodation, transport, activities) into
within the leisure segment, people might be interested in tour packages. They do this by contracting to buy the separate
the beach, adventure, sightseeing or walking experiences. parts of the package in bulk and in advance from individual
These segments are defined by their activity preferences suppliers. Some tour operators specialize in segments, such
or their purpose of visit. Segments can also be defined by as activities (bird-watching or scuba diving), geographic
the demographic or personal characteristics of the traveler locations (Indian Ocean Islands), age groups (adventure tours
(income, age, gender, education), their method or mode for 18-35s), or price groups (luxury travel).
of travel (cruise, land, air), travel booking method (group, When tourism companies develop a product, it is vital to
package, FIT, etc.), or expenditure level of the visit (high- identify who the buyer is: a tour company, wholesaler or
end or luxury, economy, budget). These segments require distribution channel (B2B), or the end consumer (B2C). For
different levels of service and organization at the destination the meetings, incentives, conventions, and exhibition (MICE)
and are very important in creating product development and market, the buyer may be a professional conference organizer
marketing strategies. (PCO). They are buying on behalf of their clients, such as an
industry association that is holding the conference or event.
Linking travelers to products
The consumer weighs many factors while making their travel Complex relationships
decisions, including: Behind the scenes, there is a complex web of supplier
• The appeal of the destination and its comparative relationships needed to assemble the product and deliver
advantage: “What can I do there?” it to the consumer. The customer rarely sees or interacts
with many of the necessary product distribution channels or
• Access: “How do I get there and how long does it take?”
organizations that bring a travel experience to market. Some
• Competitiveness: “Am I getting good value for my money?” of these are shown on the following page.
Many people book their travel in advance, arranging
transportation, accommodations, and sometimes even specific
activities before they leave home. Increasingly, travelers may
research and book travel on the internet, or through a travel
agent or a tour operator. These links between a consumer’s
travel destination and the travel suppliers are ‘distribution
channels’. They determine how the ‘products’ developed
by the suppliers of goods and services find their way to the
‘market’ where consumers can purchase them.
Some products are sold directly to the consumer (buying

a hotel room as a ‘walk-in’ or through the hotel’s website).
Others are sold by intermediary companies, such as online

For tourism to work
efficiently, it requires
the harmonious
interplay of activities
organized and
managed by a large
number of groups
that go well beyond
the consumer and the
service provider.

Figure 3: Tourism Product Distribution Channels
SUPPLIERS AIRLINE WEBSITE
AIRLINE SALES
OFFICE/CALL CENTRE
TRANSPORT
PROVIDER
(E.G. AIRLINE,
CAR RENTAL)
GLOBAL DISTRIBUTION
SYSTEMS (GDS) INBOUND TOUR
WHOLESALE
OPERATOR (ITO)/
Advertising and sales TOUR TRAVEL
DESTINATION
directing to: OPERATOR AGENT
MANAGEMENT
ONLINE TRAVEL (OFFSHORE)
COMPANY (DMC)
EBOOKING SYSTEMS
HOTEL
HOTEL SALES OFFICE/
CALL CENTRE
TOURIST
HOTEL WEBSITE
OTHER TOURISM
PRODUCTS AND
SERVICES
E.G. LOCAL TOURS
local labor (hotel staff, tour guides, drivers), utilities, fuel distributors, etc.
ATTRACTIONS
Suppliers to tourism operations, e.g. taxis, food producers, handicraft artisans,

RESTAURANTS

In such a complex system, achieving optimal alignment focusing on those that match well with their natural (national
among these pieces takes effort and planning from a variety parks, beaches, etc.) or manmade endowments (cultural and
of entities. historic heritage, conference centers, shopping malls, events,
etc.). In this way, they leverage their comparative advantages.
As the tourism sector comprises several sub-sectors, the
By targeting the right segment, operators and policymakers
diagnostic process must consider a very wide range of suppliers,
can be both more effective and more competitive.
including accommodation, food and beverage, transport (e.g.
aviation, cruise, rail, car rental, taxi), travel services (e.g. retail How are products reaching the market? Whether a hotel
travel agents, tour operators, tour guides) and recreation or runs at full capacity, can offer a large variety of local fruits for
attraction sub-sectors. While this might make it more complex breakfast, or can provide onsite car rental options depends
than a typical sector analysis, understanding the destination’s on ‘access’ – both in terms of the infrastructure needed
key products and how they get to market is an essential first to transport tourists, as well as the channels developed to
step. facilitate the movement of goods. In virtually every destination
the WBG operates in there is a market failure in the tourism
The following key questions will help teams develop a quick sector related to access. Raw materials and basic ingredients,
initial understanding of the dynamics of a destination, the such as efficient transport systems, are not aligned to ensure
structure of the industry and the relationships between the the ‘product’ is available to visitors.
components.
This toolkit provides detailed checklists and guidelines to build
What products are selling and why? Asking this question on these initial questions to develop a full diagnosis which will
allows practitioners to view the sector by those segments identify and assess all the market failures that affect the health
commercially active, expressed both in terms of market share of tourism in a destination.
and contribution to the economy. What is driving tourists
to consume these goods and services? Are they visiting for Tourism Stakeholders
business, pleasure, or both? Are they attending conferences or
For tourism to work efficiently, it requires the harmonious
engaging in cultural heritage excursions? The question “What’s
interplay of activities organized and managed by a large
selling?” captures both the activities and experiences tourists
number of groups that go well beyond the consumer and
seek, as well as the offer provided to them.
the service provider. Understanding the destination’s key
Who’s buying? A major determinant of what the destination stakeholders, their roles in tourism, and their relationships is
offers depends on the demographic of those visiting. Where the next crucial step in scoping tourism-specific interventions.
do they come from? How old are they? How much are they The following figure describes the groups of stakeholders
spending? Successful enterprises and destination management involved, and briefly describes their role in the sector’s
organizations understand the value of these questions and development and operation. The annexes include detailed lists
subsequently target specific markets by organizing themselves of stakeholders and the type of questions to ask as part of the
to supply the products these market segments seek, typically by diagnostic process.

Figure 4: Tourism Stakeholders
LOCAL COMMUNITIES PUBLIC SECTOR
As direct or indirect Includes national and sub-

suppliers, staff, resource national agencies responsible
owners, beneficiaries of for tourism, investment,
infrastructure investment environment, infrastructure,
and those adversely affected land management,
by tourism. immigration, health, etc.
TOURISTS TOURISM SUPPLIERS

As defined by tourist market Providers of primary tourism
segments, including purpose products and services (e.g.
of visit, special interest hotels, airlines, cruise/rail/
activity, geographic source, car rental companies, travel
demographic profile, etc. agents, online booking
agents, tour operators,
INVESTORS restaurants/bars, and
May be suppliers themselves attractions).
or financiers of/shareholders
in the operation, including INDIRECT SUPPLIERS
commercial banks and funds. Suppliers to tourism
operations (e.g. food
DEVELOPMENT PARTNERS
producers, handicraft
Development agencies artisans, taxis) and other
supporting tourism indirect suppliers (e.g.
sector directly (e.g. fuel, security, furniture,
training) or indirectly (e.g. construction materials,
infrastructure). education providers, etc.).

Structure of the Tourism Sector
In addition to knowing the stakeholders, it is also important for project teams to understand the wider structure of the tourism
sector including the local policy framework and governance mechanisms, which affect how the sector functions. This is
essential to identifying where the WBG should intervene to ensure that tourism work aligns with both the WBG and client goals.
By visualizing the sector’s needs from a structural perspective (see figure below), the potential for WBG intervention becomes
better defined and points of entry can be identified more clearly. The figure below shows the tourism ecosystem and how
various components fit together.
Figure 5: Tourism Sector Structure
LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4

SECTOR MANAGEMENT ENABLERS TOURISM ENTERPRISES RESOURCE BASE
AND GOVERNANCE CLUSTERS (JOBS AND (SUSTAINABILITY)
GROWTH)
Vision Training and Goods and Services Natural Environment

Education Supplying Tourism
Legal and
Sector Policy Access and Transport Culture and Heritage
Regulatory
Licensing
Sector Strategy and Standards Accommodation Urban Areas
Public Institutional Investments and Activities, Facilities

Arrangements Access to Finance and Attractions
Image and
Institutions Marketing
Competitive
Community based Sustainable
Physical
and Civil Society Inclusive Value Chains
Infrastrucutre
Involvement
Planning and
Security, Health
Monitoring Results
and Safety
Framework
Environmental Information
and Cultural
and Statistics
Management
Public Private Business Efficiency

Dialogue Mechanism and Competitiveness

Successful Destinations come. Next are destination enablers. These include efficient
visa regimes, easy air access and basic tourism infrastructure,
For a destination to be consistently successful, it must provide
such as lodging and ground transportation. On the next level
more than just experiences that tourists enjoy. It must meet the
are the attractors. These are the core tourism products, sites,
complete range of needs which make the total visitor experience
and experiences, as well as the business enabling environment
seamless, enjoyable and memorable. It also must be managed
for private-sector growth. Destination enhancers are quality
in a sustainable way that meets the needs and expectations of
service, environmental standards, and technology. Finally, at
the host communities. This is shown in a pyramid below.
the apex are the delighters, which are the factors that inspire
At the bottom of the pyramid are the basic preconditions visitors to return and recommend the destination to family and
required of every tourism destination: safety, security, and friends. A successful tourism destination delivers on all these
health. Without these in place, very few visitors are likely to needs in a smooth and seamless manner.
Figure 6: Hierarchy of Destination Needs
DELIGHTERS
Quality
Innovation
Marketing
ENHANCERS
Service
Experience
Environment
ATTRACTORS
Product, Culture, Business,
Climate and Cost
ENABLERS
Visas, Political Support, Air Access, Hotels
PRECONDITIONS
Security, Safety, Health, Infrastructure
Source: World Bank Group.

By improving the alignment Destination
of needs, destinations become As tourism covers several sub-sectors, a diagnostic must
more competitive, sustainable, consider the accommodation, food and beverage, transport
(e.g. aviation, cruise, rail, car rental, taxi), travel services (e.g.
and inclusive. retail travel agents, tour operators, tour guides) and recreation
and attraction sub-sectors. Understanding the destination’s
The FCI Approach key stakeholders, identifying key suppliers and distributors,
and how tourists currently purchase tourism experiences,
There are often many points where tourism does not work
efficiently due to tourism’s complex structure with multiple helps to highlight ways to expand business opportunities and
sub-sectors and the need for close alignment between identify constraints to growth.
agencies and the public and private sectors. This is true for
almost every tourism destination and is particularly relevant
for the destinations where the World Bank Group works.
Market
In some cases, the raw assets (the natural, cultural, and Realizing tourism’s potential requires a destination to be
man-made endowments) and other basic elements, such as appropriately positioned in the marketplace. For emerging
infrastructure, products, and markets, are not well aligned. destinations, prevailing market perceptions should be
In other cases, the government policy makes markets considered before determining a competitive positioning
inefficient and does not support tourism’s growth. based on strengths of current and potential tourism supply
In designing interventions, it is not only essential to understand (attributes and product) compared to tourist market demand.
the barriers to sector growth, but also to understand the Benchmarking destinations against other comparable and
sequence of interventions which will have the best chance competitive destinations can help identify opportunities and
of success. A very competitive business environment will not areas for intervention.
lead to new investment if poor visa or transportation services
mean visitors prefer to go elsewhere.
Interventions can be targeted and sequenced to have

Business Environment
the maximum impact on sector and economic growth by For prospective investors, a destination must offer a
systematically identifying the barriers, exploring opportunities competitive positioning within the tourist market and a
for improvement and then assessing them in the context of competitive business environment (including a positive
the industry structure and the framework for delivery. enabling policy and institutional framework, as well as ease of
A sound diagnostic approach assesses the critical factors access to cost-competitive inputs). These conditions are also
that can enable or impede the sustainable development of a critical for the expansion of local business opportunities within
country’s tourism sector. To do this systematically, this toolkit the tourism industry.
organizes the factors into the sector’s three key drivers:
Destination, Market, and Business Environment. These are elaborated in the following sections of this toolkit.

While it is important to be as thorough as possible, there • Major private sector institutions (and their role) in sector.
are times when a more rapid assessment is required. In this • Major regulatory constraints and issues related to sector
case, the process can be streamlined by focusing on the (on-site consultation).
core indicators or sector health by using a rapid assessment
process. These indicators are shown below. Competitive position (the destination’s relative position
to key competitors)
Guidelines for Rapid Assessment
RANKINGS
Context (basic information needed to understand the • WEF Ranking with identified competitive advantages
sector) and disadvantages.
• WBG Doing Business Ranking with identified competitive
IMPORTANCE AND MACRO SETTING advantages and disadvantages.
• Size of sector (revenues, turnover, # visitors). • Any other specialized rankings (e.g. MICE, adventure
• Sector share of GDP, employment and exports. travel).
• Growth and trends (GDP, employment, visitor numbers).
BENCHMARKING COMPETITIVE POSITION
• Level of tourism investment.
• Tourism offering in terms of natural assets, cultural
• Tourism share of foreign exchange. assets, and quality of visitor experience.
SUPPLY • Current tourist product offerings, positioning and
• Main tourist attractions (and locations). performance (e.g. beach tourism, ecotourism, sporting
• Number of existing hotels (by segment). events, business travel, religious travel, cultural events,
learning opportunities).
• Large brand operators already in market.
• Price competitiveness in terms of total cost to average
• Number of tour operators (by segment).
visitor, e.g. average air ticket costs and tax, average hotel
DEMAND room rates (by segment), fuel prices.
• Visitor behavior: purpose of visit, average length of stay, • Safety and security in terms of the general perception
average daily expenditure (by category). of the market, crime rates and natural disaster threats.
• Occupancy rates of existing hotels (by segment). • Tourism sector prioritization and leadership (government
• Leading source markets, segments and demographics of support).
consumers (domestic/international). • Quality of tourism sector policy rules and regulations
• Market access: airlift (number of flights, seats and (aviation policy, visas, environmental conservation, taxes,
distance to major markets). incentives, licensing, zoning, standards, certifications,
• Demand for new investment (who wants to invest, expat work permits).
where and why). • Quality of tourism related infrastructure (e.g. # hotel
rooms, # airports, # flights per day, seat availability,
POLICY AND INSTITUTIONAL CONTEXT quality of roads, road density, rental companies, ICT
• Existing tourism policy, master plan and strategy (up- quality/connectivity).
to-date, approved, implemented). • Quality of human resources (e.g. labor availability and
• Identify previous tourism work, conclusions drawn by quality, tourism training programs, language skills, local
other donors, MFIs, and consultants. universities).
• Existing World Bank Group projects. • Key market concerns (e.g. seasonality, access to finance,
• Major public institutions (and their role) in sector. government support).

Opportunities assessment (possible market, policy and
institutional entry points)
OVERALL COUNTRY OPPORTUNITY ASSESSMENT

• Potential new sources of economic growth and sources
of comparative advantages, e.g. natural and cultural
assets, labor costs, unique offerings, improved linkages.
• Potential new/expanded product opportunities, e.g. sun,
sand, and sea, other natural offerings, sports and events,
adventure activities, cultural offerings, MICE.
• Potential new/expanded market opportunities: socio-
economic profiles and geographic origin such as
diaspora, students, backpackers, young professionals,
millennials, business travelers, families, couples, and
retirees.
POTENTIAL POLICY AND INSTITUTIONAL CONSTRAINTS

• Government marketing and promotion of the tourism
sector.
• Quality and coherence of tourism related policy
documents and whether they are being used and
enforced in practice.
• Access to land (availability, type and security of title, use
as security).
• Visitor access (visas and border controls, transport costs,
visitor taxes and charges).
• Investor access (capital restrictions, ‘prohibited list’).
• Burden of regulatory approvals, inspections, registration
and licenses for new tourism sector investors by category
(e.g. hotels, restaurants, taxis, tour operators, etc.).
• Barriers to trade for key imports (construction materials,
labor, food).
• Input costs (land and construction, utilities, labor,
consumables).
• Potential issues with labor force (e.g. restrictive work
visas, quotas, high minimum wage, social security,
hiring/firing regulations, training, gender issues).
• Adequacy and efficiency of environmental and
conservation policies.

Typical Interventions
The following table shows some common tourism development objective of ensuring destinations are competitive, sustainable
constraints that are likely to be identified in a diagnostic and inclusive. It also illustrates some suggested approaches to
assessment and how they relate to the wider development address these constraints.
Table 1: Common Tourism Constraints and Suggested Approaches
PROBLEMATIC BUSINESS ENVIRONMENT SUGGESTED APPROACHES
• Burdensome licensing, regulatory, and legal frameworks • Regulatory reform

• Outdated and contradictory laws • Investment promotion
• Poor tourism investment environment • Visa facilitation
• Ineffective incentives for tourism • Development of concession frameworks
• Visa and access cost and burden and other PPP mechanisms
• Government and SOEs crowding out private sector • Tendering provision of services to the
• Poor public-private dialogue (PPD) private sector
• Low security and visitor safety • Improved Infrastructure
COMPETITIVE • Infrastructure constraints
CONSTRAINTS LOW PERFORMING FIRMS SUGGESTED APPROACHES
• Low product quality • Quality improvement programs

• Difficulty accessing finance • Improved access to finance
• Closed markets for private sector • Reform ‘reserved’ list to open markets
• Lack of access to land • Opening access to public land
• Lack of legal know-how • Land title guarantees
• Poor marketing and market access • Capacity building
• Poor working conditions • Supply chain development or strengthening
• Weak SME support and incentives • Utilization of new technology
• Low management and business development capacity
LACK OF CLEAR POLICY DIRECTION SUGGESTED APPROACHES
• Poor prioritization and vision • Tourism planning

• Lack of integrated destination planning • Tourism policies
• Lack of data on demand and supply • Tourism marketing and research
• Limited public-sector capacity • Improved standards and capacity
• Poor service quality • Licensing and regulation simplification
• Lack of public sector investment
• Poor marketing and promotion
SUSTAINABILITY • Lack of clear direction on visa policy
CONSTRAINTS LOW PERFORMING ASSETS SUGGESTED APPROACHES
• Poor inter-agency coordination • Governance and coordination

• Poor visitor and site management • Product development
• Limited income from tourism • Site management and development
• Lack of environmental and heritage regulations
• Poor heritage and culture management
• Poor natural assets management
• Outdated and undifferentiated product
• Infrastructure constraints
LOW STAKEHOLDER ENGAGEMENT SUGGESTED APPROACHES
• Low female inclusion • Business support

INCLUSIVENESS • Lack of community involvement and consultation mechanism • Online engagement
CONSTRAINTS • Weak supply chain • Skills development
• Low youth involvement • Stakeholder engagement
• High geographic concentration • SME strengthening
• Low tourism awareness
• High degree of informality


Section Three:
Diagnostics Process
A sound diagnostic process is essential to determining the Others, such as tour wholesalers or airlines, may be in key source
nature and scope of interventions. The first step towards markets or elsewhere. The annexes provide details on the types
effective project design is knowing the status of market demand, of stakeholders to interview and what questions to ask.
destination needs, industry structure, and organizational
The following four steps are critical to most diagnostic
setting, as well as the priorities of the destination stakeholders.
assessments, including tourism diagnostics. The scope,
The diagnostic process involves diverse types of activities level of detail, goals and activities will shape the diagnostic
including desk research, surveys, interviews, destination activities. For example, a project including a strong investment
assessment, analysis, and reporting. Knowing which component requires a deeper investment policy assessment to
stakeholders will reveal which kind of information is essential. be conducted in-country. Similarly, if the focus of the project is
As the tourism sector involves many sub-groups, teams will likely to be the MICE market, consultation with local meeting
need to cast a wide net. Many of these will be in the country. planners and visits to meeting venues will be essential.
Figure 7: Diagnostic Process
PROJECT PLANNING
• Establish a Team
• Develop a Scope of Work (objectives, method, outputs)
• Design an Implementation Plan (activities, time,
budget)
DESK RESEARCH
• Conduct a Literature Review
• Identify Benchmarks
• Produce Destination and Stakeholder Maps
IN-COUNTRY ASSESSMENT
• Execute Stakeholder Consultation
(including interviews, focus groups, and workshops)
• Visit Sites to Assess Product Quality
• Carry Out Additional Analysis as Required by Project
(e.g. product, marketing, environment, gender)
ANALYSIS AND REPORTING

• Analyze Information
• Draft Report and Validate
• Finalize Report

Project Planning mapping. Proper desk research increases the efficiency of the
in-country assessment.
Literature review. This is a critical part of the diagnostic

The first stage of the diagnostic is establishing the team.
process so that the team understands the context, the
Well-balanced teams require global experience and local
current situation, what research has already been done, and
knowledge, qualitative and quantitative research skills, cross-
the scope of previous tourism projects in the destination.
cultural relationship ability, and an eye for both the big picture
The team should identify and review all relevant documents,
and the details.
such as recent studies on the destination, tourism plans,
Depending on the scope of the project, the project will need relevant laws, and reports like World Economic Forum’s
the following roles: Travel & Tourism Competitiveness Index (TTCI) and UNWTO
• Team leader Tourism Barometer and the WTTC’s Country Reports. The core
indicators are shown in bold in Annex I. The checklists in the
• Local coordinator
annexes provide the fundamental questions for this research
• Subject-matter expert(s) determined by the project’s and potential sources of information. These questions
focus
examine the economic, political, and social context; regulatory
• Subject matter researcher and analyst framework for tourism; governance and leadership; demand
• Administrative support analysis; product analysis, and more. It is critical to identify the
data gaps from research and questions to follow up while on
The next step of planning is preparing the diagnostic’s Scope
mission.
Of Work (SOW), which is usually handled by the Task Team
Leader (TTL). The SOW is an important document that helps Through the literature review, teams should be able to identify
ensure the team is clear on outlines of the objectives, activities, the tourism sector’s primary sources of growth based on its
roles and responsibilities, methodology and outputs. comparative advantages, products, segments, and source
markets. A preliminary understanding of the country’s
It is also good practice to prepare Terms Of Reference (TOR)
constraints should also emerge. Examples may include
for the task team. This is also required if the task or parts of
environmental and sustainability concerns, infrastructure
it are to be handled by a consultant. The annexes include a
gaps, lack of government prioritization, and institutional
sample TOR.
constraints.
Once the SOW and TOR are finalized, the TTL or the team can
Benchmarking. The next step is to benchmark the
create an implementation plan. It may be as simple as a table
destination’s performance against comparator countries.
with a list of activities, timeline, and responsibilities or a full-
Relevant comparator countries can be selected based on the
scale Gantt chart.
similarity of their tourism products or segments; similarities
in the size or structure of the economy; countries that are
Desk Research vying for the same source markets, or a selection of regional
competitors. Depending on the project time frame and
budget, project teams can benchmark two to four comparator
Once the framework for the diagnosis is agreed, the project countries. Sometimes the client will specify or be interested
team can begin the initial analysis. This includes the literature in suggesting comparators. A detailed benchmarking checklist
review, benchmarking, and destination and stakeholder shown in Annex II.

Destination and stakeholder mapping. This can help plan the experiencing the existing product and services through site
in-country assessment and maximize efficiency of the mission. visits. The two key components of the field assessment are:
Many resources can assist with destination mapping,
Stakeholder consultation. This is the most critical part of
which describes tourist flows and points of interest. Check
the onsite diagnostic. This process should start at the highest
destination coverage in guidebooks, TripAdvisor, blogs and
level to confirm the mission objectives and set expectations
other tourism websites; review tour operator itineraries
with the client. High-level discussions should also be used to
for destination inclusion and evaluate other sources for
verify the big picture and desired long-term outcomes of a
destination information. In parallel, project teams should work
tourism intervention (see Theory of Change box on page 34).
with the local WBG office to identify the main stakeholder
Interviews should then follow with key government agencies,
groups and where they are located. Annex III features a
industry associations, and owners and managers of tourism
detailed list of stakeholders.
businesses. Annex III also lists essential interview questions for
different groups of stakeholders.
In-country Assessment Site assessment. This is usually undertaken to verify or

review key sites and those prioritized as having the potential
for development. During site visits the team should consult
This is the most important part of the diagnostic process as tour guides, review visitor log books or registers, informally
it enables the team to use first-hand knowledge to identify interview tourists, visually document the site through
and verify constraints to growth, check assumptions about photographs or video, and meet with site managers. The
destination opportunities and assess the capacity and team should note access routes, any infrastructure shortfalls
readiness of the institutions to drive improved performance (parking, signage, restrooms), any value additions (souvenirs,
of the sector. Activities involved in the assessment include: restaurants, gift shops), or value addition gaps. Annex IV
stakeholder consultation through interviews, focus group features a site assessment checklist, which goes into more
discussions and surveys, destination assessments, and detail.
Adapted from FCI’s Promoting SME Growth in Agribusiness Diagnostic Toolkit

FIELD MISSION TIPS quality of questions over quantity – focusing on priority areas
for discussion established prior to the interview.
Planning:
Grouping respondents through focus group discussions,
Before conducting stakeholder interviews, the team should industry meetings or townhalls may help to reach broader
schedule an initial meeting with the Country Management audiences.
Unit (CMU) team to confirm objectives and seek any insights
It may also be appropriate to survey the key stakeholders in
from the country team.
advance. Annex IV features a sample survey for in-country
For many meetings, formal letters will need to be sent at least tourism businesses and a survey for the travel trade which
two weeks ahead of time. may be in source markets outside the destination.
As new stakeholders or documents for review are referenced Analysis:

during interviews, team members can keep a running list of
Leaving adequate time in the schedule for team discussion is
documents and action items that arise from meetings.
critical. Team discussion can take up to 20-30 percent of the
Conducting interviews and surveys: team’s time during this stage. Interviewers find nightly or
bi-nightly team discussions useful to share what they
The diagnostic team needs to conduct sufficient interviews to have heard during the interviews, confirm understanding,
ensure the project has enough data to identify emerging trends and identify further areas for analysis, particularly when
and to gain representative views and diversity of opinion. interviewers separate to cover more stakeholders.
While teams should plan key meetings, it is important to It is helpful for teams to develop and adopt a standard interview
allow flexibility for impromptu meetings and changes in notes template, which will facilitate better analysis and report
agenda as new issues arise, depending on the cultural context. writing at a later stage. It is suggested that notes are prepared
Given interviewees’ time constraints, teams should prioritize at the end of each week (if not nightly) in the template.

Analysis, Validation and Reporting The results of this first round of analysis can be presented in
an impediments response framework which lays out the key
constraints to sector growth, along with a set of proposed
The final steps in the diagnostic process are analysis, validation solution-based activities. The framework may also identify
and report writing. Following the field mission, a Back to possible lending or advisory instruments, partners, and an
Office Report (BTOR) or Aide-mémoire will help capture the assessment of likely sequencing and prioritization, along with
main findings and generate consensus around key constraints an expected timeline for implementation of the proposed
and suggested means to address these. The additional activities. An example is shown on the following page.
qualitative and quantitative research gathered onsite will This framework can then be used during the validation process.
be used to deepen the analysis and develop initial findings.
A series of small team and larger team meetings can be used Validation
to validate and enhance the recommendations and review Either preceding or in conjunction with the development of
risks. Developing the Theory of Change is a good way to focus the diagnostic report, the diagnostic team, along with project
the discussions at this point (see the section on page 34). leaders and client representatives, should host a validation
Analysis workshop with key stakeholders who participated in the
diagnostic process. Unlike the initial stakeholder workshop
Following data gathering, the diagnostic team synthesizes
which involves stakeholders from across the ecosystem,
its learnings to define and articulate its understanding of
this workshop typically is conducted with key influencers
the challenges that are constraining tourism development.
and champions that have emerged throughout the process.
Analysis of each of the drivers (destination, market and
The validation workshop offers two key benefits. First, it
business environment) can help articulate key constraints to
brings key stakeholders together to confirm that the outputs
competition, sustainability and inclusiveness. This analysis
accurately reflect the supporting ecosystem and needs of
should convey: a) where the opportunities lie; b) what the most
the sector. Second, by presenting findings to stakeholders,
critical constraints are; and c) who are the key stakeholders
particularly those that are potential implementation partners,
and potential partners. Significant tourism development
the team continues to develop commitment and local
expertise will be needed to conduct the analysis.
ownership for future solution development. This workshop
The analysis relies on an objective assessment of the facts may also include early discussions around potential solution
that have been collected and analyzed individually. However, development. Solution development should be based upon
subjectivity is introduced by analyzing these facts within the results from the diagnostic process and be informed by
known environment and the impact that the reviewers deem expert opinion, best practices from comparable contexts
this may have on the outcome. For this reason, the process and commitment of local partners. It is recommended that
is best completed in a small group situation where local and the team conducts a cost-benefit analysis of the approaches
international team members review the potential impact that considered, taking into consideration such factors as perceived
the findings may have on the intended outcome. short- and long-term impact, financial viability, as well as ease
The team needs to be well aware of the broad environmental and risks associated with implementation.
context into which a future intervention would be positioned
Reporting
and the interactions between the assessment areas (e.g.
increased competition through revised aviation policies could Once the key constraint areas and possible interventions are
result in the lowering of airfares and dramatically reduce the discussed and validated, they can then be consolidated into
costs of travel to the destination, attract more visitors or the design of an overall program. It is important to include the
higher in-country expenditure, make markets more accessible, context of the destination economy, priorities and government
and deliver higher profits to in-country suppliers). development plan at the start of the written report.

Example of Impediments Response Framework
PROPOSED TIMELINES/SEQUENCING AND PARTNER SUPPORT OPPORTUNITY

POSSIBLE INSTITUTION/ PRIORITY
KEY CONSTRAINT AREA PROPOSED ACTIVITIES YEAR 1 YEAR 2 YEAR 3
PARTNERS INSTRUMENT FOR GOALS
Q1/Q2 Q3/Q4 Q1/Q2 Q3/Q4 Q1/Q2 Q3/Q4
Establish mechanism for review

1. Lack of overall Public- of National Tourism Authority Act
Sector leadership and and review of role and functions of Gov and PS
Continue
structure in the development key agencies in line with Tourism (via NTA, IFC Advisory High Mobilize Endorse Ongoing
Proposal
of tourism. Development Plan recommendations, Cabinet)
Severity of constraint: Major including consultation program and
including the private sector.

Q1/Q2 Q3/Q4 Q1/Q2 Q3/Q4 Q1/Q2 Q3/Q4
i) Improve infrastructure at key IBRD

Govt High Mobilize Continue Ongoing
priority airports IPF
2. Inadequate transport ii) Improve international/domestic air

Gov (Cabinet) IFC Advisory High Study Mobilize Ongoing
infrastructure. services connectivity
Severity of constraint:
iii) Identify cruise port infrastructure
Significant
and service needs via an audit of port IBRD
Gov and PS High Study Endorse Mobilize
infrastructure and market needs ASA
assessment

Q1/Q2 Q3/Q4 Q1/Q2 Q3/Q4 Q1/Q2 Q3/Q4
i) Design and implement a system of

national tourism quality standards
ii) Develop and deliver enhanced

industry workplace training to support
3. Poor management of the product quality improvements and link
visitor experience in terms of to industry standards
standards, consistency and
iii) Undertake visitor exit surveys
quality.
and share results with industry to
Severity of constraint: Major
encourage improvements. Encourage
industry to undertake their own
customer satisfaction surveys, and act
on feedback to improve their product
offering.
Government Government with support from WBG Government with possible support from a Development Partner
Private Sector Private Sector with support from IFC/WBG Private Sector with possible support from a Development Partner

This contextual assessment should provide the general rationale summarize desired outcome, critical constraints to growth and
for why the tourism sector is being prioritized. The main storyline suggested interventions. These can be summarized in a Theory
for tourism should flow from this and be consistent throughout of Change diagram such as below. An example of a diagnostic
the remaining sections. For example, if it is an emerging report ‘Table of Contents’ is provided in Annex VII.
destination with high-quality, nature-based tourism assets, then
the report should support this with evidence showing visitor Tourism Theory Of Change
numbers, environmental resources, demand statistics on nature-
Every project benefits from a Theory of Change. The FCI tourism
based tourism, and connection to the government’s environment
team has developed a Tourism Theory of Change to guide
or tourism policy. If it is a post-conflict country in recovery,
team leaders and specialists in fully exploring the dimensions of
demonstrate the history of previous tourism success and any
a problem before taking on a project. No Theory of Change is
indications of ability to bounce back after crisis and address
permanent. Change continues, assumptions evolve and solutions
health, safety, access and marketing issues. It is also important to
and programs improve over time. The checklists featured in the
have a section linking proposed interventions to WBG priorities:
annexes should be used to diagnose development challenges,
Maximizing Finance for Development (MFD) and the role of
and map and consult stakeholders.
the private sector; inclusion and gender issues; and technology,
environment and climate-related issues. The team should also Only once data has been systematically collected and interpreted
reflect on the quality of supply, the comparison with benchmarks and the country situation is fully understood, should the team
and the strength of the institutions. The final section should begin program planning and project design.
Figure 8: Tourism Theory of Change 2018
DEVELOPMENT CHALLENGES RECOMMENDED FCI TOURISM INTERVENTIONS INTERMEDIATE OUTCOMES LONG-TERM OUTCOMES
RESTRICTIVE
REGULATORY INVESTMENT VISA OPEN BUSINESS
MACRO
REFORM PROMOTION FACILITATION ENVIRONMENT
ENVIRONMENT
COMPETITIVE
HIGH- DESTINATIONS
WEAK PRIVATE FINANCIAL CAPACITY SUPPLY
PERFORMING
SECTOR MECHANISMS BUILDING CHAINS FIRMS
POOR TOURISM
TOURISM QUALITY MARKETING CLEAR POLICY
INSTITUTIONAL POLICY &
GOVERNANCE STANDARDS & RESEARCH DIRECTION
PLANNING
VISION
SUSTAINABLE
UNDER-PERFORMING PRODUCT SITE SITE HIGH-QUALITY
DESTINATIONS
ASSETS DEVELOPMENT MANAGEMENT DEVELOPMENT ASSETS
NARROW
INCLUSIVE SKILLS STAKEHOLDER WIDE BENEFIT
BENEFIT
PROGRAMS DEVELOPMENT ENGAGEMENT DISTRIBUTION
DISTRIBUTION INCLUSIVE
DESTINATIONS

GUIDE TO CHECKLISTS Often, lack of desired demand or poor supply-demand
matching impedes tourism development. A demand analysis
A series of checklists are featured in the annexes of this can identify valuable market segments and potential gaps in
publication and have been developed to assist project teams attracting them.
in assessing the critical factors that can enable or impede a
country’s sustainable development of its tourism sector. The The Business Environment: Perceptions of the business
factors reflect the sector’s three key drivers. Accordingly, the enabling environment affect existing or potential business
checklists are organized by: activity, levels of investment and the capacity of the destination
to meet demand. These factors cover overall economic
The Destination: Characteristics of the destination relating performance and governance, the regulatory framework for
to the tourism offering (supply), management and support for tourism, as well as the quality of human resources and gender
tourism in the destination by the host community, local industry, equity performance.
and government. Destination factors such as government
The annexes provide useful checklists and resources for the
prioritization and leadership of the tourism sector, quality of
diagnostic process. The checklists are presented to assist both
the tourism offering and ease of access and infrastructure for
desk research as well as in-country stakeholder discussion.
visitors can present binding constraints or opportunities for
Each set is divided up into several different thematic areas
growth of the sector.
showing the rationale or relevance of the indicator, likely
The Market: Detailed patterns of demand along with market sources of information and typical questions which can be
perceptions and activity affect existing or potential demand. asked in stakeholder interviews.
Figure 9: Key Checklist Areas and Sub-Topics
DESTINATION
Tourism Prioritization and Leadership
Destination Management Capacity
Tourism Specific Controls and Regulations
Tourism Economy
Tourism Offering
Supply of Tourism Products and Services
Transport Infrastructure
Tourism Support Infrastructure
Social, Political and Environmental Stability
MARKET BUSINESS ENVIRONMENT

Demand Analysis Country Data
Visitor Profiles Governance
Destination Image and Appeal Economic Structure
Marketing and Promotion Effectiveness Tourism Regulatory Framework
Competitor Analysis Human Resources
Gender

Desk Research Guidelines
Annexes I and II contain indicative indicator and benchmarking checklists which can be used in desk research. A summary of the
key indicators which can be identified through initial desk research is shown below.
Destination Factors & Indicators
TOURISM PRIORITIZATION AND LEADERSHIP

Is there a tourism policy? What is its status and current implementation?
Is there a tourism master plan? Status and implementation?
Is there a tourism strategy? Status and implementation?
Is there a National Tourism Organization (NTO) and/or tourism association website?
DESTINATION MANAGEMENT CAPACITY
Is there a coordination mechanism for managing tourism development across different government agencies?
Is there a formal and effective mechanism for public-private co-ordination in tourism?
Is there a destination marketing body and is it adequately resourced?
Do key destinations have effective destination management organizations?
TOURISM SPECIFIC CONTROLS AND REGULATIONS
Are there specific taxes and charges on tourists?
Are there visa waiver programs?
Are there visa restrictions or barrier controls that make it difficult to travel to the destination?
How much do visas cost?
TOURISM ECONOMY (FIVE-YEAR TRENDS)
Tourism exports contribution to GDP (US$)
Tourism exports contribution to GDP (% of exports)
Tourism GDP growth (% change year-on-year)
Tourism sector jobs (number)
Tourism sector jobs (% employment)
Direct employment in tourism sector
Indirect employment in tourism sector
TOURISM OFFERING
What are the key natural and cultural attractions?
Which tourism segments are attracted to the destination? (e.g. adventure, family, cruise, culinary, religious, health, etc.)
SUPPLY OF TOURISM PRODUCTS AND SERVICES
Accommodation Supply
Categories and classification of accommodation
Number of resorts/hotels
Total number of guest rooms
Total number of guest beds
Rooms by type of accommodation
• Hotels and resorts
• Bed and Breakfasts (B&Bs)

• Apartments and motels
• Homestays
Tour Operators, Travel Agencies, Activities
What is the size and structure of key associated services? (e.g. number and type of businesses)
• Tour operations
• Food and beverage
• Attractions and activities
TRANSPORT INFRASTRUCTURE
Number of international entry points with customs clearance
Number of international airports serving the destination
Accessibility (quantity, frequency, and capacity) of international air access from key source markets
Number of international airlines servicing country
Number and capacity of cruise ships facilities
Are there protective government policies that affect price and supply of transport services?
Is there adequate road capacity for passenger transport and routes?
TOURISM SUPPORT INFRASTRUCTURE
Adequacy of utility infrastructure (power, water, telecommunications)
Availability of ATMs/exchange facilities in key tourism locations
Solid-waste management capacity
Wastewater treatment (%)
Health and hygiene (clinics, hospitals, etc.)
SOCIAL, POLITICAL AND ENVIRONMENTAL STABILITY
How frequently does crime against tourists occur?
Has the destination been a target of terrorism attacks in the past two years?
What are the threats of natural disasters or adverse climate conditions?
What is the country’s risk management and mitigation strategy?
Market Factors & Indicators
DEMAND ANALYSIS (FIVE-YEAR TRENDS)
Annual international visitor arrivals (total)
Annual domestic visitors/trips
Visitor arrivals growth (% change year-on-year)
Number of cruise ship port calls (annual)
Number of cruise passenger disembarkations (annual)
Annual overnight visitors
Annual day visitors
Annual leisure tourist arrivals (total)
Leisure arrivals growth (% change year-on-year)

Key source market (overall visitors) # 1
Key source market (overall visitors) # 2
Key source market (leisure visitors) # 1
Key source market (leisure visitors) # 2
Key source market (business visitors) # 1
Key source market (business visitors) # 2
Visitor arrivals change relative to global average
High season (months)
Low season (months)
Future demand projections
VISITOR PROFILES
Average leisure visitor length of stay (nights)
Average visitor expenditure (US$)
Total expenditure per night (US$)
Domestic visitor average expenditure (US$)
Average domestic visitor length of stay (nights)
Purpose of visit (%) - leisure
Purpose of visit (%) - business
Purpose of visit (%) - other
Return visitors (%)
DESTINATION IMAGE AND APPEAL
Country Brand Ranking
Assessment of the destination’s unique selling proposition
MARKETING AND PROMOTION EFFECTIVENESS
Is there a tourism marketing and promotion agency?
What is the annual marketing budget?
Describe efforts related to market research
Effectiveness and alignment of distribution channels
COMPETITOR ANALYSIS
Analysis of competitor destinations globally and regionally
National Tourism Office (NTO) marketing budget in main competitor destination ($/visitor)
Business Environment Factors & Indicators
COUNTRY DATA
Region
Lending category (IDA, etc.)
Income group

Minister responsible for tourism
Deputy minister responsible for tourism
Population (size)
GOVERNANCE
Government Effectiveness score
Rule of Law score
Political Stability and Absence of Terrorism/Violence score
Control of Corruption score
Transparency International ranking
ECONOMIC STRUCTURE
GDP (current US$)
GDP per capita (current US$)
GPD growth (annual %)
TOURISM REGULATORY FRAMEWORK
Nature and cost of licensing
Are tourism businesses subject to foreign investment restrictions?
Existence of additional costs and charges for tourism businesses
HUMAN RESOURCES
Number of tourism training institutions
Number of accreditation agencies
Capacity of training facilities by qualification type
What % of tourism employees have formal/in-house tourism training?
GENDER
Women’s labor force participation rate (% of female population ages 15+)
Gender indicators (literacy, etc.)
Global Gender Gap Index ranking (WEF)
UNDP Human Development Index (female)
UNDP Human Development Index (male)
Life expectancy at birth (female)
Life expectancy at birth (male)
Guidance for In-Country Research

Annex III contains stakeholder lists and interview guides for in-country research. Annex IV contains sample tourism industry
surveys, both for in-country industry representatives, as well as for travel trade respondents. It should be noted that some of
these are likely to be in key origin markets, rather than in the country itself. It is important to ensure that the views of a wide
range of stakeholders who influence tourism activity are canvassed. The Annexes provide a list of tools and instruments to
capture this information in a thorough and systematic way.
While these checklists and survey instruments comprise a comprehensive and exhaustive list of factors and indicators, it is
not expected that teams will obtain answers to every question. Rather, each team should at least try to secure responses for
the core indicators shown in the tables. The tables also include additional indicators enabling more in-depth and extensive
information to be obtained if needed.

Section Four:
Next Steps
After completing the diagnostic process, including benchmarking,
stakeholder interviews, and assessment, the team should be
ready to deliver advice on the critical factors constraining tourism
development. This can then be used to inform project design,
identifying potential points of entry for WBG interventions based
on a prioritization of the binding constraints, as well as the most
prospective opportunities which are actionable and achievable in
a given time frame.
Upon completion of the diagnostic assessment, the team

should develop a high-level draft work plan for presentation,
consultation and verification with clients and other stakeholders.
Management will decide on next steps based on the outcomes
of the diagnostic, client interest, and available funds.
The diagnostic process outlined in this report, along with

the annexes, are the foundation for a sound diagnosis of the
tourism sector. The Global Tourism team welcomes additional
questions and feedback at [email protected]

Annexes
I. DIAGNOSTIC CHECKLISTS
1. DESTINATION FACTORS AND INDICATORS
*Indicators in bold are core indicators.
1.1 TOURISM PRIORITIZATION AND LEADERSHIP

Rationale: Government recognition and commitment to tourism as a key export industry, is a critical factor in the success of
a destination. This enables tourism to be positioned within the broader economic, social and environmental policy framework
of a country, affording it the priority required to achieve sustainable growth. This recognition needs to go beyond tacit support
evident in many emerging destinations. It must be demonstrated through strong sector leadership in policy and planning for the
sector and through the empowerment of agencies responsible for managing it.
INDICATOR SUGGESTED SOURCES
Is there a tourism policy? Describe the status and current National Tourism Organization
implementation.
Is there a tourism plan? Describe the status and current National Tourism Organization
implementation.
Is there a tourism strategy? Describe the status and National Tourism Organization
current implementation.
Does tourism have cabinet level status National Tourism Organization

(i.e. Is represented by a Minister)?
Which public institution (ministry, statutory body, etc.) National Tourism Organization
if any, is responsible for tourism policy? If so, describe role.
Is the tourism policy effective in supporting the industry? National Tourism Organization
Describe current tourism legal framework. National Tourism Organization
Is there a National Tourism Organization and/or tourism Web search

association website? If so, describe its current status.
Are there destination guide books? Others (online)

If so, describe coverage.
Describe access to information for international visitors and Others (TripAdvisor, Expedia)
availability of products for online reservation?

1.2 DESTINATION MANAGEMENT CAPACITY
Rationale: Beyond high level government commitment, industry growth requires effective management (planning, coordination
and implementation) of the destination’s development and promotion by local institutions – public and private.
Does the tourism development plan take a ‘whole National Tourism Organization
of government’ approach – is there a mechanism
for managing tourism across different government
agencies?
How much funding is allocated to implementation of National Tourism Organization

tourism planning?
Is tourism planning effectively implemented? Describe. National Tourism Organization
Is there a formal and effective mechanism for public- National Tourism Organization
private coordination in tourism? Describe.
Is the destination marketing body suitable resourced? National Tourism Organization

Describe.
Do key destinations have destination management Tourism website

organizations? Describe.
1.3 TOURISM SPECIFIC CONTROLS AND REGULATIONS

Rationale: Tourism development can be enabled or impeded by controls and regulations specific to the tourism industry or
specifically affecting the tourism industry.
Are there visa waiver programs? National Tourism website
Are there visa restrictions that make it difficult to travel National Tourism website
to the destination?
How much do visas cost? National Tourism website
Tourist visa (US$) National Tourism website
Business visa (US$) National Tourism website
How many days does it take to process visas? National Tourism website
Tourist visa National Tourism website
Business visa National Tourism website/visa office
Are there specific taxes and charges on tourists? National Tourism Organization
Are there restrictions on foreign investment in the Laws and regulations/Government

tourism sector? and business surveys

1.4 TOURISM ECONOMY
Rationale: Understanding where tourism fits in the overall economy as well as its total contribution to economic growth and
jobs is essential for measuring its capacity to contribute to economic policy, in addition to identifying high-level development
objectives and meaningful interventions to contribute to sector growth and sustainable management.
Tourism exports contribution to GDP (US$) WTTC Country Reports
Tourism exports contribution to GDP (% of exports) WTTC Country Reports
Tourism GDP growth (% change year-on-year) WTTC Country Reports
Tourism sector jobs (number) WTTC Country Reports
Tourism sector jobs (% employment) WTTC Country Reports
Direct employment in tourism sector WTTC Country Reports
Indirect employment in tourism sector WTTC Country Reports
Is there a Tourism Satellite Account (TSA)? Tourism Satellite Account/

National Tourism databases
Full-time vs. part-time employment in tourism sector Tourism Satellite Account/

Total foreign direct investment in tourism (US$) Tourism Satellite Account/

Tourism’s share of foreign direct investment (%) Tourism Satellite Account/

Total domestic direct investment in tourism (US$) Tourism Satellite Account/

Tourism’s share of domestic direct investment (%) Tourism Satellite Account/

Sub-sector investment data, if available (e.g. is investment in Tourism Satellite Account/

hotels separate from investments in restaurants/travel agents?) National Tourism databases
Number of investment approvals (annual) Tourism Satellite Account/

Value of investment realized (US$) Tourism Satellite Account/

Fiscal revenue generation from tourism Tourism Satellite Account/

Tourism tax revenues e.g. sales, value added tax (VAT), Tourism Satellite Account/
room/bed, airport/exit, aircraft landing fees, corporate National Tourism databases
income, payroll, social security, import duties, and property

1.5 TOURISM OFFERING
Rationale: The foundation of any destination’s tourism industry is its offering to visitors. This relates to tourism assets (natural,
cultural or created) and activities, plus products and services that enable the assets and activities to be leveraged. The tourism
offering (supply) is essentially the bundling of these assets, activities, products and services to create a destination experience.
This experience must be compelling and accessible. It must be of suitable and consistent quality. It must meet market demand.
What is the size and structure of key associated Tourism Satellite Accounts/
services? (e.g. number and type of businesses) National Tourism Organization
Food and beverage Tourism Satellite Accounts/

National Tourism Organization
Transportation Tourism Satellite Accounts/

Attractions and activities Tourism Satellite Accounts/

Which tourism segments are present in the destination? National Tourism Organization
(e.g. ecotourism, cruise, culinary, etc.)
What are the key attractions? National Tourism Organization
Country's # 1 niche/special interest activity National Tourism Organization
Other niche/special interest activities National Tourism Organization
Promising new tourist segments National Tourism Organization
How many World Heritage Sites or other protected areas of WEF T&T Global Competitiveness Report
natural/cultural significance exist?
What are the quantity, types, and quality of the natural National Tourism Organization/TripAdvisor
assets?
What are the quantity, types, and quality of the cultural National Tourism Organization/TripAdvisor
assets?
What are the quantity, types, and quality of the created National Tourism Organization/TripAdvisor
assets?
What is the regional distribution of visitation? National Tourism Organization
Price competitiveness National Tourism databases
Total cost to average visitor National Tourism databases
Average air ticket cost from main source markets Online travel agency
Average hotel room rate (by segment) Online travel agency
Average fuel price World Bank database
Describe the current status of the MICE market National Tourism website
Number and capacity of convention centers National Tourism website

1.6 SUPPLY OF TOURISM PRODUCTS AND SERVICES
Rationale: A destination’s ability to provide products and services that contribute to the tourism experience and meet demand
is an indication of current success as well as its potential for growth. Essential products and services include accommodation;
food and beverage outlets; local tour operators and tour guides; visitor information facilities and tourist shops/markets.

Categories and classification of accommodation Tourism Satellite Account/
Total number of guest rooms National Tourism databases
Industry associations
Total number of guest beds National Tourism databases
Rooms by type of accommodation National Tourism databases
• Hotels and resorts National Tourism databases
• Bed and Breakfasts (B&Bs) Industry associations

• Homestays
Number of resorts/hotels National Tourism databases
Total number of rooms 5 years ago National Tourism databases
Total number expected in next 5 years Industry associations
Presence of international brand hotels Tourism Satellite Account/
Presence of domestic/regional brand hotels Tourism Satellite Account/
Average occupancy rate for international hotels National Tourism databases
Average occupancy rate for domestic hotels National Tourism databases
Rooms breakdown by star rating National Tourism databases
Categories and classification of accommodation Tourism Satellite Account/
Total number of guest rooms National Tourism databases
Total number of guest beds National Tourism databases
Rooms by type of accommodation National Tourism databases
• Hotels and resorts National Tourism databases
• Bed and Breakfasts (B&Bs) Industry associations

• Homestays

Number of resorts/hotels National Tourism databases
Total number of rooms 5 years ago National Tourism databases

Total number expected in next 5 years Industry associations
Presence of international brand hotels Tourism Satellite Account/

Presence of domestic/regional brand hotels Tourism Satellite Account/

Average occupancy rate for international hotels National Tourism databases

Average occupancy rate for domestic hotels National Tourism databases

Rooms breakdown by star rating National Tourism databases

Average occupancy rate by star rating National Tourism databases

Average daily rate (ADR) by star rating National Tourism databases

RevPAR by star rating National Tourism databases

Issues of seasonality by star rating Industry associations
Investment yield by star rating Industry associations
Key established investors in accommodation National Tourism Organization
Market share of the largest resort/hotel (% over total sales) Industry associations
Amount of national, state or provincial-owned shares in National Tourism Organization

resorts/hotels (%)
Tour Operator Supply
Key inbound tour operators/destination management National Tourism Organization

companies
Number of tour/special interest suppliers National Tourism Organization
Market share of the largest tour operator (% over total sales) National Tourism Organization
Number of tour guides by type of registration National Tourism databases

(international/regional/local) Industry associations
TRAVEL AGENCY SUPPLY
Number of retail travel agencies National Tourism Organization
Market share of the top three travel agencies (% over National Tourism Organization
total sales)
Amount of national, state or provincial-owned shares in National Tourism Organization

travel agencies (%)
OTHER PRODUCTS AND SERVICES
Number food and beverage outlets National Tourism Organization
Number of visitor information facilities National Tourism Organization
Adequacy of tourism shops and markets National Tourism Organization

1.7 TRANSPORT & INFRASTRUCTURE
Rationale: Growth of a destination’s tourism sector requires inbound and local transport infrastructure and associated services
to enable visitor access to the destination’s tourism offerings. This is also critical to enabling delivery of tourism business supplies.
Sector growth will be impeded if, for example, airline services frequency is low or unreliable or does not enable connections for
travelers between key tourism locations. Similarly, poor maritime port, railway or road infrastructure will impede growth where
marine or land travel is the primary means of visitor access to and within a destination.

Visitors' main modes of transport National Tourism website
Number of international entry points with customs National Tourism website
Number of international airports serving the destination National Tourism website/OTAs
Number of regional airports that serve the destination National Tourism website/OTAs
Accessibility (quantity, frequency, and capacity) of National Tourism databases/OTAs
international air access from # 1 source market
Accessibility (quantity, frequency, and capacity) of National Tourism databases/OTAs
international air access from # 2 source market
Number of international airlines servicing country National Tourism databases/OTAs
(weekly)
Number of domestic airlines servicing country (weekly) National Tourism databases/OTAs
Are ride-hailing services such as Uber able to operate in the Laws and regulations
country?
Are services such as Uber subject to the same rules and Laws and regulations
regulations as traditional transport services?
Number of ports with capacity for 100+ person vessels National Tourism databases
Main cruise itineraries Online travel websites
Quality of roads (score 1-7, 7 is best) WEF T&T Global Competitiveness Report
Road density (% total territorial area) WEF T&T Global Competitiveness Report
Main routes (km road) National Tourism databases
Travel times between tourism areas and transport nodes National Tourism databases/
Online travel agency
Describe aviation policy Laws and regulations
Does the aviation policy conflict in any way with the Laws and regulations
tourism policy? (e.g. limit airport slots, give preference to the
national airline, high airport fees, etc.)
Travel time to destination from key source markets Airline/Travel websites
Availability of other international access options to the Travel websites/OTAs
destination
Are there protective government policies that affect price Laws and regulations/
and supply of transport services? Government and business surveys
In the airline sector
In the road transport sector
In the maritime transport sector
In the railway transport sector
Are the air transport services to the destination tied to the Laws and regulations/
tourist package or available separately? Government and business surveys

Is there adequate flights, capacity, routes, and pricing to Laws and regulations/
meet the needs of the sector? Government and business surveys
Is there adequate road capacity for passenger transport and Laws and regulations/
routes, and pricing to meet the needs of the sector? Government and business surveys
Is there adequate vessel capacity for passenger transport, Laws and regulations/
and routes, and pricing to meet the needs of the sector? Government and business surveys
Is there adequate capacity for passenger rail transport, Laws and regulations/
routes, and pricing to meet the needs of the sector? Government and business surveys
Are costs of (multimodal) transport services competitive Laws and regulations/

within the region and not an impediment to the tourism Government and business surveys
services?
Statistics on air safety? National statistics
Statistics on road safety? National statistics
1.8 TOURISM SUPPORT INFRASTRUCTURE

Rationale: Beyond existing travel and tourism products and essential transport infrastructure, development and delivery of the
tourism offering requires supporting infrastructure and services. Without appropriate supporting infrastructure, including ICT,
financial infrastructure, water, energy, sanitation and medical and security services, opportunities for sustainable investment in
tourism products are limited, as is destination appeal.
Civil infrastructure score (score 1-7, 7 is best) WEF Global Competitiveness Report
Transport infrastructure score WEF Global Competitiveness Report
Electricity and telephone infrastructure score WEF Global Competitiveness Report
Waste and utilities coverage (%) International Benchmarking Network (IBNet)
Comparative cost of construction ($) National statistics
ICT use score WEF Global Competitiveness Report
Internet use (% population) WEF Global Competitiveness Report
Solid waste capacity International Benchmarking Network (IBNet)
Wastewater treatment (%) International Benchmarking Network (IBNet)
Availability of ATMs/exchange facilities in key tourism Visa Global ATM Locator

locations
Tourism infrastructure score (score 1-7, 7 is best) WEF Global Competitiveness Report
Electricity supply score WEF T&T Competitiveness Report
Health and hygiene score WEF T&T Competitiveness Report
Safety and security score WEF T&T Competitiveness Report
Is HIV/AIDS a concern for tourists? World Health Organization Country Data
Is food-born illness a concern for tourists? Visitor surveys/Other (TripAdvisor)
Are tropical diseases a concern for tourists? World Health Organization Country Data
Is water safety a concern for tourists? Visitor surveys/Other (TripAdvisor)

1.9 SOCIAL, POLITICAL AND ENVIRONMENTAL STABILITY
Rationale: Tourism development can be impeded by conditions unique to the locale. These conditions may be of a societal
nature (e.g. civil unrest, high crime, exploitation of people, corruption, lack of awareness about or support of tourism), political
(e.g. political instability, corruption) or environmental (e.g. degradation of natural resources, extreme climatic conditions or
threat of natural disaster). These conditions affect a destination’s ability to attract tourists and investment as well as its ability
to develop and manage tourism supply.

Social Stability
How frequently does crime against tourists occur? National statistics
Has the destination been a target of terrorism attacks in National statistics
the past five years?
Political Stability
Has the destination been affected by political unrest in Economist Intelligence Unit
the past five years?
Environmental Stability
What activities, if any, are impacting tourism World Bank Country Profiles
environmental resources?
What are the threats, if any, of natural disasters or World Bank Climate Change Knowledge
adverse climate conditions? portal
Are environmental considerations affecting the seasonality World Bank Climate Change Knowledge
of the destination? If so, describe. portal
Are conservation and environmental policies effective? World Bank Climate Change Knowledge
portal
Annual deforestation (% change) World Bank Little Green Data Book
CO2 emissions per capita (metric tons) World Bank Little Green Data Book
Access to improved water source (% total population) World Bank Little Green Data Book
Access to improved sanitation (% total population) World Bank Little Green Data Book
Are there sustainability indicators associated with the Laws and regulations/
development of tourism in the destination? Are these Global Sustainable Tourism Council
monitored regularly?
Is it mandatory for development projects to follow Laws and regulations
environmentally friendly practices and standards? Are these
adequately implemented?
Are there any regulatory barriers to adopting Laws and regulations
environmentally friendly practices?
Does the government incentivize the use of environmentally Laws and regulations
friendly practices?
Do hotels, other tourism accommodations and service Laws and regulations/
providers generally use environmentally friendly practices? Global Sustainable Tourism Council
Disaster Risk Management
Does the country keep data on disasters? National statistics
Has the tourism sector been impacted by major natural News outlets
disasters over the last five years?
What, if any, is the country's risk management and Laws and regulations
mitigation strategy?

2. MARKET FACTORS AND INDICATORS
2.1 DEMAND ANALYSIS

Rationale: The increasing or falling demand for a destination reflects whether its overall appeal is growing or declining. Market
performances, where available, are tangible measures of a destination’s position in this regard, as well as identifying how resilient
the destination is to external impacts.
Annual international visitor arrivals (total) UNWTO
Annual domestic visitors/trips UNWTO
Visitor arrivals growth (% change year-on-year) UNWTO
Annual cruise visitors National Tourism databases
Number of cruise ships/port calls/disembarkations to National Tourism databases

destination (annual)
Annual overnight visitors National Tourism databases
Annual day visitors National Tourism databases
Annual leisure tourist arrivals (total) UNWTO
Leisure arrivals growth (% change year-on-year) UNWTO
Key source market (overall visitors) # 1 UNWTO
Key source market (overall visitors) # 2 UNWTO
Key source market (leisure visitors) # 1 UNWTO
Key source market (leisure visitors) # 2 UNWTO
Key source market (business visitors) # 1 UNWTO
Key source market (business visitors) # 2 UNWTO
Visitor arrivals change relative to global average UNWTO
High season (months) National Tourism databases
Low season (months) National Tourism databases
Future demand projections National Tourism databases

2.2 VISITOR PROFILES
Rationale: A sound knowledge of who is visiting the destination and why, as well as the nature and patterns of visitor flows and
expenditures, is essential to understand what is driving demand now, how this impacts the economy and how the patterns of
future demand might change.
Average leisure visitor length of stay (nights) UNWTO
Average visitor expenditure (US$) UNWTO
Total expenditure per night (US$) UNWTO
Domestic visitor average expenditure (US$) UNWTO
Average domestic visitor length of stay (nights) UNWTO
Purpose of visit (%) - leisure National Tourism databases
Purpose of visit (%) - business National Tourism databases
Purpose of visit (%) - other National Tourism databases
Return visitors (%) National Tourism databases
Describe the current efforts regarding the implementation National Tourism databases
and collection of visitor surveys.
To what degree does overall product and service supply Visitor surveys/TripAdvisor
meet visitor expectations?
Do visitors request services, products and experiences that Visitor surveys/TripAdvisor

are not available?
What is the nature of visitor feedback (complaints, surprise Visitor surveys/TripAdvisor

and delight, etc.)?
2.3 DESTINATION IMAGE AND APPEAL

Rationale: Overall appeal of the destination offering indicates its tourism success and development potential. Appeal can
counter-balance barriers – if appeal is strong enough, some barriers will be less influential. Barriers may include: high cost of
access (to and within destination), ease/difficulty of access, safety and security concerns, health concerns, lack of availability of
things to do, lack of product (e.g. accommodation, transport), social concerns (e.g. sex tourism), and environmental concerns
(e.g. degradation through environmental damage).
Country Brand Ranking Bloom Consulting Country Brand Ranking
Destination slogan Tourism website
Describe destination’s unique selling proposition Tourism website

2.4 MARKETING AND PROMOTION EFFECTIVENESS
Rationale: The effectiveness of a destination’s marketing directly impacts market demand. If a destination appropriately
positions and brands itself according to both its tourism offering and what its target markets are seeking, the likelihood of
converting interest to purchases and securing a growing share of that target market is supported. Also influencing propensity
for conversion is the effective use of distribution channels to reach the target markets.
Is there a tourism marketing and promotion agency? Tourism website

If so, describe its activities.
Is there a tourism marketing and promotion website for Tourism website

consumers? If so, describe.
What is the annual marketing budget, if any? Tourism website
Describe efforts related to market research. Tourism website
How rigorous and reliable is the market research? Tourism website
What are the key distribution channels and how well National Tourism Organization/
matched are they to current and future demand? Visitor surveys/TripAdvisor
2.5 COMPETITOR ANALYSIS

Rationale: Understanding which destinations form the most direct competition will help benchmark and position the destination
amongst its competition, making it easier to identify strengths and weaknesses. This should be based on both supply considerations
(what the destination has to offer) as well as demand (observing consumer behavior to identify the most direct competition).
Competitive destinations globally (countries) TripAdvisor
Competitive destination regionally (countries) TripAdvisor
Arrivals to main regional competitor (number) UNWTO
Government budget for tourism in competitor destinations National Tourism website

(Total US$)
NTO marketing budget in main competitor destination National Tourism website

(US$/visitor)

3. BUSINESS ENVIRONMENT FACTORS AND INDICATORS
3.1 COUNTRY DATA

Rationale: Country data is important as a first step to understanding the economic conditions in the country, as well as guiding
the type of assistance and instruments the WBG can use delivering our assistance. The environment for investment in tourism is
dependent on the economic and political environment of the country and its overall appeal as an area for Private Direct Investment
(PDI). This includes such aspects as political stability, economic stability, economic performance and investment conditions.

Region World Bank - World Development Indicators
Lending category World Bank - World Development Indicators
Income group World Bank - World Development Indicators
Sub-national structure Economist Intelligence Unit
Country description Economist Intelligence Unit
Ruling political party Economist Intelligence Unit
Date of last national election Economist Intelligence Unit
Date of next election Economist Intelligence Unit
Head of state Economist Intelligence Unit
Head of government Economist Intelligence Unit
Deputy head of government Economist Intelligence Unit
Minister responsible for tourism Economist Intelligence Unit
Deputy minister responsible for tourism Economist Intelligence Unit
Population (size) UN Data Country Profiles
Population growth rate (average annual %) UN Data Country Profiles
3.2 GOVERNANCE
Rationale: Understanding measures of the strength of governance and rule of law is helpful in assessing the extent to which
the government is likely to be effective in addressing issues and taking action to remove barriers and foster growth. Further,
investors require a transparent environment in which to invest so that they can reliably estimate costs and feel confident there
is no risk of unfair or preferential treatment of competitors.

Voice and accountability score (out of 100) World Bank Governance Indicators
Government Effectiveness score World Bank Governance Indicators
Regulatory Quality score World Bank Governance Indicators
Rule of Law score World Bank Governance Indicators
Political Stability and Absence of Terrorism/Violence World Bank Governance Indicators
score
Control of Corruption score World Bank Governance Indicators
Political Rights score (1 = Most Free, 7 = Least Free) World Bank Governance Indicators
Civil Liberties score (1 = Most Free, 7 = Least Free) Freedom House - Freedom in the World Indicators
Overall Freedom Status Freedom House - Freedom in the World Indicators
Statistical Capacity Indicator (out of 100) Statistical Capacity Indicator
Corruption Perceptions Index score (out of 100) Transparency International

3.3 ECONOMIC STRUCTURE
Rationale: Understanding the overall economic conditions within the country provides a sound basis for assessing tourism’s relative
economic importance, as well as forming a basis for measuring its capacity to contribute to growth and its linkages to other sectors
of the economy. The ease of doing business, the level of investment activity in tourism and its rate of growth indicates the potential
for further investment in the sector. Specific location or sub-sector studies assist in identifying where investors are active.
Currency World Bank - World Development Indicators
GDP (current US$) World Bank - World Development Indicators
GDP per capita (current US$) World Bank - World Development Indicators
GPD growth (annual %) World Bank - World Development Indicators
Total investment (% of GDP) IMF Economic Outlook database
Macro-economic stability Economist Intelligence Unit
Fiscal deficit/surplus Economist Intelligence Unit
Exchange rate World Bank - World Development Indicators
Inflation, consumer prices (annual %) World Bank - World Development Indicators
Interest rates (average) for last 3 years (lending) World Bank - World Development Indicators
Labor force (total size) World Bank - World Development Indicators
Unemployment (% of labor force) World Bank - World Development Indicators
Main industry/earner (% of GDP) World Bank Country Profiles
Secondary industry/earner (% of GDP) World Bank Country Profiles
Other industry/earners (% of GDP) World Bank Country Profiles
Population at national poverty level (%) World Bank - World Development Indicators
Ranking position: Doing Business with identified IFC Doing Business

competitive advantages and disadvantages
Overall ease of doing business IFC Doing Business
Starting a business IFC Doing Business
Dealing with construction permits IFC Doing Business
Registering property IFC Doing Business
Getting credit IFC Doing Business
Protecting minority investors IFC Doing Business
Paying taxes IFC Doing Business
Trading across borders IFC Doing Business
Enforcing contracts IFC Doing Business
Resolving insolvency IFC Doing Business
Key economic challenges Economist Intelligence Unit
Net official development assistance (ODA) received per World Bank Country Profiles
capita (US$ million)
National development plan World Bank Country Profiles
Current account balance (US$ million) World Bank - World Development Indicators

3.4 TOURISM REGULATORY FRAMEWORK
Rationale: Sector growth can be positively affected by a regulatory and legal environment which facilitates the PDI process.
Evidence of complex, time-consuming, non-transparent or administratively cumbersome procedures can act as a deterrent,
when compared with environments where the investment process is simplified. Prospective investors will consider any additional
procedures that are required in the operation of a business prior to deciding to invest and whether a formal licensing system
exists which is transparent and has reasonable requirements.
Is there a system for tourism business registration? Laws and regulations/

If so, describe. National Tourism Organization
What licenses are needed to run tourism businesses? Laws and regulations/
Is the cost of obtaining tourism business licenses a Surveys/Consultations with investors/

significant charge on business operating costs? professional advisors
Transferability of licenses with the sale and transfer of a Laws and regulations/
business or property National Tourism Organization
Are tourism businesses subject to foreign investment Laws and regulations/

restrictions? National Tourism Organization
Are tourism businesses subject to specific development Laws and regulations/

approval processes? National Tourism Organization

3.5 HUMAN RESOURCES
Rationale: Development of the tourism sector is not possible without a sufficient pool of appropriately skilled labor. Travel
and tourism requires a broad range of skills ranging from business management to hotel-specific hospitality management
and operations, to specialized product development and marketing, tour guiding, customer service and more. In order for the
destination to meet market demand, attract investment and sustain growth, any shortfalls in the availability of local skilled labor
must be addressed by accessing labor from elsewhere in the short term and building suitable skills locally in the long term.
List certifying agencies for tourism Certifying agencies
Training institutions for tourism Certifying agencies
Who is in charge of standards for tourism training? Certifying agencies
How does tourism fit in within the national training system? Training institutions
Number of tourism training institutions Training institutions
Number and range of tourism training courses available Training institutions

relative to demand for mix of tourism skills
Number of accreditation agencies Training institutions
Number of training facilities Training institutions
Capacity of training facilities by qualification type Training institutions
Tuition fees Training institutions
Is there public and/or private support given to training Training institutions

institutions or to in-house training of workers? If so, describe.
Is the content of tourism training courses suitable and Training institutions

focused on local skill gaps?
Language skills of workers Training institutions
What % of tourism employees have formal/in-house Training institutions

tourism training?
Number of certified employees Training institutions
Is there a mismatch in graduates and positions relative to Training institutions

managing jobs available?
Any graduate/employee tracking data Training institutions
What is the percentage of the local people in management Training institutions

positions?
Is there a program in place to train and license tour guides? Training institutions
Who operates the program to train and license tour guides? Training institutions
Are training programs available for other sectors linked to Training institutions
the tourism sector (e.g. immigration and customs officers,
taxi drivers, etc.)?

3.6 GENDER
Rationale: While tourism can be a strong source of jobs for women and youth, it is important to identify any barriers to
participation, engagement and advancement within the sector for tourism to be truly inclusive. Sources of discrimination can
include access to job opportunities, wage levels, and employment conditions, as well as access to finance.
Is the country a signatory of the Convention on the UN Convention on the Elimination of all
Elimination of all Forms of Discrimination Against Women Forms of Discrimination Against Women
(CEDAW)? (CEDAW)
If so, when did they sign and have reports on progress UN Convention on the Elimination of all
been issued? Forms of Discrimination Against Women
(CEDAW)
Women's labor force participation rate International Labor Organization Statistics

(% of female population ages 15+)
Gender indicators (literacy, etc.) World Bank Gender Data portal
Global Gender Gap Index ranking WEF Global Gender Gap Report
UNDP Human Development Index (female) UNDP Human Development Report
UNDP Human Development Index (male) UNDP Human Development Report
Life expectancy at birth (female) UNDP Gender Development Index
Life expectancy at birth (male) UNDP Gender Development Index
Expected years of schooling (female) UNDP Gender Development Index
Expected years of schooling (male) UNDP Gender Development Index
Mean years of schooling (female) UNDP Gender Development Index
Mean years of schooling (male) UNDP Gender Development Index
Estimated gross national income per capita (2011 PPP US$) UNDP Gender Development Index
(female)
Estimated gross national income per capita (2011 PPP) UNDP Gender Development Index
(male)
Female share of employment in senior and middle World Bank Gender Data portal
management (%)
Are there any gender-related issues and/or Training institutions

discriminatory practices?
Does the law prohibit discrimination by creditors on the WBG Women, Business and the Law 2016:
basis of gender in access to credit? Getting to Equal
Do unmarried men and unmarried women have equal WBG Women, Business and the Law 2016:
ownership rights to property? Getting to Equal
Do married men and married women have equal ownership WBG Women, Business and the Law 2016:
rights to property? Getting to Equal
United Nations Development Program (UNDP) Human UNDP Human Development Report
Poverty Index

II. BENCHMARKING CHECKLISTS
Following desk research, benchmarks are useful ways to set a baseline and learn from other destinations. Rankings and indices
are useful sources of information, although few exist purely for tourism. Suggested indicators are shown below.
Overall Tourism Sector
WEF Global T&T Competitiveness overall rank WEF T&T Global Competitiveness Report
Business environment WEF T&T Global Competitiveness Report
Safety and security WEF T&T Global Competitiveness Report
Health and hygiene WEF T&T Global Competitiveness Report
Human resources and labor market WEF T&T Global Competitiveness Report
ICT readiness WEF T&T Global Competitiveness Report
Prioritization of travel and tourism WEF T&T Global Competitiveness Report
International openness WEF T&T Global Competitiveness Report
Price competitiveness WEF T&T Global Competitiveness Report
Environmental sustainability WEF T&T Global Competitiveness Report
Air transport infrastructure WEF T&T Global Competitiveness Report
Ground and port infrastructure WEF T&T Global Competitiveness Report
Tourist service infrastructure WEF T&T Global Competitiveness Report
Natural resources WEF T&T Global Competitiveness Report
Cultural resources and business travel WEF T&T Global Competitiveness Report
Adventure Tourism
Adventure Tourism Development Index overall rank Adventure Tourism Development Index
Safety Adventure Tourism Development Index
Health Adventure Tourism Development Index
Natural Resources Adventure Tourism Development Index
Adventure Resources Adventure Tourism Development Index
Entrepreneurship Adventure Tourism Development Index
Humanitarian Adventure Tourism Development Index
Cultural Resources Adventure Tourism Development Index
Infrastructure Adventure Tourism Development Index
Image Adventure Tourism Development Index
Sustainable Development Adventure Tourism Development Index

III. STAKEHOLDER LISTS AND INTERVIEW GUIDES
The following are examples only. Each team should decide and extract those questions that are most appropriate to their destination.
PUBLIC SECTOR
TYPE SUB-TYPE UNITS/DIVISIONS/ STAFF

DEPARTMENTS
Tourism promotion
Research and statistics Ministers
Tourism investment Directors
Ministry of Tourism Strategic planning Technical Staff
Tourism policy Heads of Division
Certification and standards Policymakers
Product development
Other ministries (e.g. culture, Ministers
Immigration and visas
transport/civil aviation, environment, Directors
Protected areas/parks
education, foreign affairs, economy, Technical Staff
Cultural heritage,
artisans/handicrafts, natural Heads of Division
monuments, museums
resources, etc.) Policymakers
Tourism investment Directors-Managers
Investment promotion agency Research and statistics Technical Staff
SMEs Heads of Division
Directors-Managers
NATIONAL Tourism funds Investment strategy Technical Staff
LEVEL Heads of Division
Directors-Managers
National statistics institute Tourism division/unit Technical Staff
Heads of Division
Directors-Managers
Marketing, research and
Tourism promotion agencies Technical Staff
statistics
Heads of Division
Directors-Managers
Tourism institutes Research and statistics Technical Staff
Heads of Division
Other public-sector tourism Tourism promotion
Directors-Managers
organizations (e.g. tourism Research and statistics
Technical Staff
administration, tourism organization, Tourism investment
Heads of Division
tourism development authorities, etc.) Strategic planning
Resource management bodies Directors-Managers
(national parks, museums and Research and statistics Technical Staff
monuments, etc.) Heads of Division
Nationally managed attractions
Regional government
Tourism offices
Other regional tourism institutions Directors-Managers
REGIONAL (e.g. regional tourism board) Technical Staff
LEVEL Resource management bodies Heads of Division
(national parks, museums and Policymakers
monuments, etc.)
Sub-national statistical institutes
Regionally managed attractions

Tourism one-stop-shops
Municipalities
Directors-Managers
Resource management bodies
LOCAL Technical Staff
(national parks, museums and
LEVEL Heads of Division
monument, etc.)
Policymakers
Locally managed attractions
Tourism offices
PRIVATE SECTOR
TYPE SUB-TYPE SPECIFIC UNIT/DIVISION/
STAFF
Chambers of commerce
Hotel associations and federations
Directors
INDUSTRY Tour operator associations
Presidents
ASSOCIATIONS Travel agent associations
Restaurant associations Representatives
SME associations
Accommodation services (e.g. hotels, hostels, Airbnb, Managers
HomeAway) Owners
Business development
Food and beverage (e.g. restaurants, bars) Procurement
Marketing and promotion
Tour guides
Tours and Local Tour Companies
Interpreters
Airline, buses, railway, and
cruises companies (e.g.
managers, owners, business
Transport operators development, procurement,
marketing and promotion)
DIRECT TOURISM Airport representatives
SERVICE PROVIDERS Vehicle rental companies
Managers
Outfitters
Attractions and activity providers
Guides
Directors
Agents
Travel agencies
Directors
Agents
Tour operators
Artisans and crafters
Farmers and fishermen
Producers
EXTERNAL INDIRECT Musicians and entertainers (e.g. dancers, performers)
Sellers
SUPPLIERS/ Other goods and services individual suppliers
Intermediaries
PROVIDERS (e.g. furniture, security, laundry)
Logistic providers
Supplier's cooperatives (e.g. agri, farm)

Specialized tourism advisory/consulting firms
Accounting firms Consultants
BUSINESS
Real estate/valuation firms Agents
ADVISORS
Engineering/construction contractors Experts
Investment advisory firms
INDIVIDUALS AND SOCIETY

TYPE SUB-TYPE INDIVIDUALS
International
INVESTORS
Domestic
Trade unions Leaders
WORKERS
Individuals (national and foreign) Representatives
Individuals (local and international) Individuals
VISITORS Consumer networks, clubs and societies Directors
Travel media and social media users Influencers
Community councils
Chiefs
LOCAL Ethnic groups
Leaders
COMMUNITIES Tribal groups
Representatives
Citizens associations
Tourism-focused NGOs Directors
LOCAL
Other NGOs (human development, rural development, Technical Staff
NGOs
environment, social and community) Volunteers
OTHER INSTITUTIONS
TYPE INSTITUTIONS UNITS/DIVISIONS STAFF
Research
Destination management
Human resource development
organizations Director
DESTINATION Product development
Destination marketing Departments Directors
MANAGEMENT Crisis management response
organizations Technical Staff
ORGANIZATIONS Internal communications
Conservation organizations Policymakers
Information management
Convention bureaus
Destination planning
Strategy and policy formulating
INSTITUTIONS DEPARTMENTS STAFF
Education and training bodies Governing councils
(incl. vocational training) Finance and administrative
Universities, colleges, Specific departments Director-General
TRAINING and teaching bodies (F&B, services, hotel Director-Principal
INSTITUTIONS Research institutions management, entrepreneurship) Teachers
Accreditation & certification agencies Directorate of studies Director of Studies
Technical experts and advisory Private sector liaison
bodies (e.g. internships)
INSTITUTIONS DEPARTMENTS STAFF
Country Management Units
WBG & IFC Tourism divisions (or similar)
Regional development banks Project leaders and
European Commission Regional departments technical staff working in
DEVELOPMENT
EuropeAid Technical departments tourism or related projects
PARTNERS
National development agencies Program management units (SME development,
International NGOs market access, investment
Embassies promotion, agribusiness
and agriculture)

STAKEHOLDER INTERVIEW GUIDES
1. MINISTRY OF COMMERCE AND SME PROMOTION
INDICATOR
What is the role and function of the agency?
What is the state of the business climate?
Is tourism prioritized within the government?
What type of businesses are most dynamic?
What is the track record and focus on tourism? How has this changed?
What do SMEs find most difficult?
What types of data are collected, and may we access it?
2. INVESTMENT PROMOTION AGENCY/FINANCE OFFICIALS
INDICATOR
Is there an investment promotion agency?
Amount of FDI in tourism by location and asset type (# and value)
Amount of DDI in tourism by location and asset type (# and value)
What are the current staffing, capacity level and budget of the investment promotion agency?
What is the availability of investment promotion materials?
How are investors’ rights protected and disputes solved?
Are there protected industries, occupations, or sectors? If so, which ones?
Is competition regulated? If so, how?
How is intellectual property protected?
How is insolvency/bankruptcy managed?
What types of data are collected?
How many major corporate failures in which international investors were involved occurred in past 5 years?
How many major corporate failures in the tourism sector in which international investors were involved occurred in the
past 5 years?
What is your view of domestic investor interest in the tourism sector?
What is your view of foreign investor interest in the tourism sector?
What is the private investor and financial market participation in/appetite for tourism?
What is the investment sentiment and any survey data available?
What are the prevailing tourism business ownership models?
What type of businesses are most active?
What are the immigration policies for workforce?
What are the minimum wage requirements?
Are there social security regulations for workers?
What are the hiring/firing regulations?
Is there a presence of corporate social responsibility?
Are there restrictions on FDI on products and services?

Are there incentives for foreign investment?
What incentives does the government offer to reduce developmental and operational costs and encourage new tourism
developments?
Is there equal and level playing field for various accommodation types? (e.g. are Airbnb and other similar accommodation
providers – shared economy – subject to the same regulatory environment (taxes, fire and safety standards, etc.)?
What incentives are provided for product development? (e.g. any grants or programs at a community level to encourage
community-based tourism?)
What financial services are available to foreign investors?
How accessible is credit and how is it accessed?
What type of credit is available for local investors/SMEs?
What insurance options exist and how are these accessed?
How do developers fund their projects?
What types of equity players invest in the destination?
How do the private and public sectors work together for new developments (any PPPs)?
Does the country have a one-stop shop for investors?
Are there restrictions to acquiring land or property? If so, describe.
How is land or property taxed?
How easy/difficult is it for investors to access land?
Are there unsecured property rights? If so, describe.
Access to government and customary land?
Are there issues with land use rights?
3. INVESTORS AND PROFESSIONAL ADVISORS (LEGAL/ACCOUNTING/PROPERTY)
INDICATOR
Investor perceptions of ease of establishing a business/investing in tourism
What are the main barriers for investment in tourism?
Investor perceptions of attractiveness of investment returns from tourism
Ease of compliance with regulatory procedures
Conditions surrounding protection of tourism investment assets
Investor perceptions of restrictions relating to the competitive environment
Ease of access to land for tourism developments
Investor perceptions of assistance for potential tourism investments
Availability of professional assistance for potential tourism investments
Availability of timely and relevant data to support tourism investment decisions
Ease of securing local financing for tourism investments
Availability of financial services (asset, business, mortgage insurance, audit services)
Investor perceptions of cost/availability of suitable labor to support tourism investments
Investor perceptions of input costs for tourism investments (utilities, labor, materials)
Costs of construction for tourism projects (US$/m2 for range of classes of construction)
Incidence of investment failures in tourism in the last five years

4. INDUSTRY ASSOCIATIONS
INDICATOR
What are the proposed investments in accommodation?
Private Sector Destination Management Capacity
Are there any industry associations?
Which private institutions (business associations and business councils) operate in the location?
Does the association have an effective private sector tourism management plan in sync with government destination plans?
What is the level of professionalism within industry association?
What is the level of private sector support of NTO marketing initiatives?
How do direct suppliers of and indirect suppliers to tourism products do business?
Private Sector Destination Management Capacity
Is there a formal mechanism for effective public-private tourism sector coordination/dialogue?
Is it effective in raising and resolving tourism management issues?
What level of cooperation between public and private sector exists?
What government/industry public private dialogue is underway to progress tourism? Format? Objectives? Perceptions
about its effectiveness? Opportunity to improve?
Marketing, Promotion And Destination Appeal
How does the destination perceive the effectiveness and adequacy of their brand?
How are the marketing campaigns perceived?
How does the tourist experience match the image/brand the destination sells?
What is the role of the private sector in destination marketing?
What barriers exist to travel to the destination and how do they affect the traveler’s decision-making process of choosing it
(costs, safety and security, attractions, etc.)?
Tourism Offering
What activities are linked to accommodation and tourism assets?
What is the size and structure of the distribution channels?
What are distributors’ roles in packaging and selling the destination?
What is the availability of suitable accommodation to meet demand (from perspective of in-market industry clients)?
Gender
How are women represented in private-sector leadership?
Do women have professional associations?
How are women and men represented in different parts of the tourism value chain?
Do these patterns suggest gender-role stereotyping?
In which tourism roles do women play an important role or predominate?
In which accommodation roles are women underrepresented?
In which tour operators and transport roles are women under-represented?
What types of firms do women tend to run (large, medium, small or micro, formal/informal, rural/urban, years in
operation)? What is the management structure?
What are the sector-specific constraints to business regulation, licensing, and taxation?
How do women business owners most commonly get/receive information?

Do women have equal access to finance? What are the maximum loan windows for women and men?
What resources do women business owners need to improve their efficiency, productivity, and effectiveness?
Are there skill and capacity differences between women and men?
What are women’s unpaid work expectations?
What is the technology gap between women and men?
What resources do women employees need to improve their efficiency/productivity and effectiveness?
What resources do women business owners need to improve their efficiency, productivity, and effectiveness?
How and why are women’s needs different to those of men in the tourism sector?
5. TOUR OPERATORS AND TRAVEL AGENCIES
INDICATOR
Are domestic tour operators part of or have exclusivity contracts with international tour operator groups?
Are domestic tour operators present in regional/international markets (origin markets)?
Do international tour operators have exclusivity contracts with domestic hotels?

Do international tour operators invest in marketing the destination country as a unique destination?
Is there a strong collaboration between domestic and international tour operators, which has positive effects on:
• A good understanding of market requirements?
• The ability to secure competitive discounts from hotels and airlines?
• Optimizing product pricing and participating effectively in sales promotion campaigns?
Can travel agencies in the destination countries sell tourist packages?
Are ancillary services (entertainment activities, technicians, handicraft, etc.) available?
6. PRIVATE SECTOR SME ASSOCIATION
INDICATOR
Role of association
Size and number of members
What sector is most represented?

Are there any tourism firms?
Do any of your members' businesses supply tourism firms?
Are there opportunities for member businesses to supply tourism firms (e.g. food, furniture, services, crafts)?
What types of problems do your members face?
What needs to be done to make business easier?
7. PRIVATE SECTOR BUSINESSES
INDICATOR
How is business currently – growth/decline over last 5 years?
What has changed in the last five years?
Where do most visitors come from?

Why do visitors come?
Are consumers/tourists happy?
Do consumers/tourists request services/products/experiences that are not available?
What are consumers’/tourists’ complaints in general (e.g. long immigration queues, poor quality tour guides, etc.)?

What are the biggest challenges of running a business in this country?
What are the main barriers to specific operations (e.g. business regulations, marketing, etc.)?
What are main barriers to overall growth of the sector (e.g. access to finance, destination image, poor planning, etc.)?
Do you have difficulty finding trained staff?
Are you planning to expand in the future?
What are the main investment opportunities in this sector?
What overall changes would you like to see in the sector by in the next two years?
What projects/plans are in the pipeline that would impact this initiative? What are their timelines?
8. COMMUNITIES AND CIVIL SECTOR
INDICATOR
How are local communities involved in the tourism offering and promotion?
Do they have a sense of pride and ownership?
Do they have knowledge, skills, experience to adequately protect the destination’s tourism assets?
How are they consulted and involved, if at all, on new developments?
How is culture weaved into the tourism product offering of the destination beyond cultural sites to visit? (i.e. local food, dances,
local art, local clothes, hotel architecture and decorations representing the local culture, local music, authentic local experience).
Are the poor involved in the tourism value chain in any way?
How much do communities benefit from tourism?
Are there conflicts between communities and tourism?
Are women constrained in their ability to travel, either because of domestic responsibilities or because of cultural or
religious factors?
Do women carry a disproportionate share of housework and childcare?

IV. SAMPLE TOURISM INDUSTRY SURVEYS
LOCAL TOURISM INDUSTRY SURVEY
PREAMBLE
This survey provides the opportunity for you to have your say on the impediments and opportunities to sustainable development of the
tourism sector in [COUNTRY]. It is being conducted as part of the World Bank Group’s Tourism Sector Diagnostic (TSD) assessment. The
aim of the project is to identify and prioritize constraints and opportunities regarding the development of the tourism industry, with a view
to determining solutions that can be supported through future assistance programs. We shall collate responses to obtain average scores,
but additional comments on each section are welcome. Your feedback will remain confidential and only aggregate scores will be released.
SECTION 1: GENERAL INFORMATION
Your Name:
Organization:
Position/Title:
Address:
Phone:
Email: Date:
SECTION 2: TOURISM SECTOR PRIORITIZATION AND LEADERSHIP
2.1 In your view, what level of priority does your Government give to tourism sector development?
No Priority Very High Priority

(please circle)
0 1 2 3 4 5
2.2 Do you believe [COUNTRY]’s tourism policy is effective in supporting development of the sector?
Highly Ineffective Highly Effective

(please circle)
0 1 2 3 4 5
2.3 How effectively do you believe the legal system in [COUNTRY] meets the needs of the tourist industry? (e.g. controls or
setting standards on unsafe or unscrupulous operators).

(please circle)
0 1 2 3 4 5
2.4 How strongly do you agree with the statement: “Effective tourism leadership in [COUNTRY] is demonstrated through the
Government’s implementation of a strategic tourism plan (e.g. a Master Plan)” (On a scale where 0 = strongly disagree and 5 =
strongly agree).
Strongly Disagree Strongly Agree

(please circle)
0 1 2 3 4 5
2.5 What level of support do you believe community has for tourism in general?
Strong Opposition Strong Support
(please circle)
0 1 2 3 4 5

Section 2 Comments:
SECTION 3: DESTINATION MARKETING BY TOURISM SECTOR STAKEHOLDERS
3.1 How effective is the [COUNTRY] [INSERT RELEVANT NTO] Marketing Strategy in growing tourism in [COUNTRY]?
(please circle) 0 1 2 3 4 5
3.2 Are you a member of the [COUNTRY] Industry Association?
(please circle) 1. Yes 2. No
3.3 How effective do you believe [INSERT RELEVANT Tourism Industry Association (TIA)] is in delivering on industry needs and
achieving outcomes for sector growth?
3.4 a) Do you participate in cooperative destination marketing activities with:
If yes – what is your If no – what is the

(please circle)
approximate annual spend? reason for this?
(i) [Name TIA] Yes No
(ii) [Name NTO] Yes No
(iii) Other tourism business Yes No
b) If yes to any of the above, how effective are these cooperative marketing opportunities?
(please circle) Highly Ineffective Highly Effective
(i) [Name TIA] 0 1 2 3 4 5

(ii) [Name NTO] 0 1 2 3 4 5
(iii) Other tourism business 0 1 2 3 4 5
c) If no, would you participate if more/better opportunities were available?
(please circle)
(i) [Name TIA] Yes No
(ii) [Name NTO] Yes No
(iii) Other tourism business Yes No
Section 3 Comments:

SECTION 4: GOVERNMENT & PRIVATE SECTOR TOURISM COORDINATION
4.1 Do you participate in public-private dialogue (PPD) between government and tourism private sector?
(please circle) 1. Yes 2. No – not interested 3. No – no opportunity
4.2 If yes: How effective do you believe the current opportunities for dialogue between government and the tourism sector are
in raising and resolving tourism management issues?
4.3 How effective is coordination amongst agencies with responsibilities for aspects of tourism development (e.g. Ministers,
Tourism Board, Other Government Departments, and Tourism Associations)? (On a scale where 0 = highly ineffective and
5 = highly effective).
Section 4 Comments:
SECTION 5: ENVIRONMENTALLY SUSTAINABLE TOURISM DEVELOPMENT
5.1 How appropriate is the level of stringency for environmental regulation of tourism development in [COUNTRY]?
Highly Inappropriate Highly Appropriate
5.2 How effective is the government’s communication about environmental regulations to the tourism sector?
5.3 How adequate is the government’s policing of environmental regulations in relation to tourism developments?
Highly Inadequate Highly Adequate
5.4 How seriously are human activities impacting on the destination’s tourism appeal?
Serious Impacts on Tourism Appeal No Impact on Tourism Appeal
5.5 Are the sustainability requirements and environmental regulations governing new projects likely to deter potential investors?
Major Deterrent to Investors Not A Deterrent to Investors

Section 5 Comments:
SECTION 6: COMMUNITY LINKAGES TO TOURISM BUSINESSES
6.1 For accommodation providers only: For your accommodation business, how reliable is the local supply of:
(please circle) Highly Unreliable Highly Reliable
a) Food and Beverage 0 1 2 3 4 5

b) Furniture and Furnishings 0 1 2 3 4 5
c) Building Materials 0 1 2 3 4 5
d) Handicrafts 0 1 2 3 4 5
Section 6 Comments:
SECTION 7: MANAGING A QUALITY VISITOR EXPERIENCE
7.1 In your opinion how effective are [COUNTRY]’s system of managing standards for tourism and related businesses?
(please circle) Highly Ineffective Highly Effective
a) For accommodation 0 1 2 3 4 5
b) For other tourism suppliers
(e.g. local transport services, tour 0 1 2 3 4 5
operations, restaurants, etc.)
7.2 Do you regularly undertake customer/visitor satisfaction surveys?
If yes, how often:
7.3 What is your opinion about the degree to which visitor expectations are matched with visitor experiences in [COUNTRY]?
No Match Excellent Match
7.4 Are there taxes or charges on tourists which negatively influence the views they have about [COUNTRY] as a travel destination
and are seen as unreasonable by them (e.g. bed tax, services tax, departure tax, visa fees, other)?
If yes, explain:

7.5 To what extent do you believe barrier controls at the point of entry for visitors (e.g. long delays, bribery, other) threaten
[COUNTRY]’s tourism appeal?
Serious Impacts on Tourism Appeal No Impact on Tourism Appeal
Section 7 Comments:
SECTION 8: HUMAN RESOURCES AND TRAINING
8.1 How easy is it to source staff locally with suitable training and/or work experience for your tourism business? (On a scale
where 0 = very difficult and 5 = very easy).
(please circle) Very Difficult Very Easy
a) Staff with higher education 0 1 2 3 4 5

b) Staff with vocational training 0 1 2 3 4 5
c) Staff with work experience 0 1 2 3 4 5
8.2 How easy is it to source staff locally with suitable attitude and service standards for your tourism business/es?
(please circle) Very Difficult Very Easy
Now 0 1 2 3 4 5
Next 5 years 0 1 2 3 4 5
8.3 How well equipped do you believe secondary (high) school graduates are to enter the tourism industry?
Poorly Equipped Very Well Equipped
8.4 Do you sponsor in-house or external training programs for staff?
8.5 If you are familiar with tourism training courses: How would you rate the tourism training available in [COUNTRY] in terms of:
a) Course content relative to skills required by the industry?
(please circle) Very Unsuitable Very Suitable
a) Higher education courses 0 1 2 3 4 5

b) Vocational tourism courses 0 1 2 3 4 5
b) Number of places offered relative to demand for skill requirements of industry?


c) Modes of delivery (e.g. full/part time, distance, etc.) available relative to training needs?)


d) Location of courses (e.g. where courses are offered and the time required to attend?)

8.6 Would/does your business hire foreign employees?
(please circle) 1. Yes 2. No (Skip to Section 9)
a) How easy is it under current procedures to hire foreign employees to meet your skill needs?
Very Difficult Very Easy
b) In your experience, how long does it take to secure a work and residency permit for foreign employees?
Time needed (in weeks):
c) Is the cost of obtaining or extending a sponsored working visa for foreign staff an impediment to hiring? (On a scale where
0 = major impediment and 5 = not a concern).
Major Impediment Not a Concern
Section 8 Comments:
SECTION 9: ACCESSIBILITY AND TRANSPORT INFRASTRUCTURE
9.1 What is your view of the ease of access for visitors to key tourism locations within the destination?
Very Difficult Very Easy
9.2. Is the road access to the main tourist destinations suitable for coach or car?
(please circle) 1. Yes 2. No 3. I don’t know
9.3. Is there currently enough ground transportation to meet the tourism and local demand?
Highly Unsuitable Very Unsuitable
Section 9 Comments:

SECTION 10: ACCOMMODATION INFRASTRUCTURE
10.1 What is your view on the availability of accommodation in [COUNTRY] to meet current tourism demand?
(please circle) Supply Inadequate Supply Adequate
a) Number of rooms available 0 1 2 3 4 5

b) Range of accommodation 0 1 2 3 4 5
10.2 In your view, will there be sufficient existing and new rooms in place to meet expected growth in demand over the next
three years?
Over Supply and Demand Balance Under Supply and Demand Balance
Section 10 Comments:
SECTION 11: OTHER INFRASTRUCTURE AND SERVICES CAPACITY TO SUPPORT TOURISM
11.1 What is your opinion about the ongoing reliability of the following services for your business?
a) Telephone service 0 1 2 3 4 5
b) Internet service 0 1 2 3 4 5
11.2 Do you accept payment from guests/customers by credit card or debit card?
11.3 What is your opinion about the adequacy of the following services for tourists in the main tourist areas of [COUNTRY]?
Access to safe drinking water 0 1 2 3 4 5

Reliability of electricity supply 0 1 2 3 4 5
Supply of health and medical services 0 1 2 3 4 5
Sanitation services 0 1 2 3 4 5
Police and security services 0 1 2 3 4 5
11.4 To what degree do you believe the expansion of accommodation and visitor services is limited by reliability and access to:
(please circle) Severe Constraints No Constraints
a) Water supply? 0 1 2 3 4 5
b) Energy supply? 0 1 2 3 4 5
c) Waste management services? 0 1 2 3 4 5
11.5 For accommodation providers only: Do you offer internet facilities to guests?

SECTION 12: INDUSTRY PERFORMANCE
12.1 For accommodation providers: What is the approximate average annual increase or decrease in room nights sold in the past
three years?
>10% decline 5%-10% decline 0-5% decline No change 0-5% increase >5% increase
12.2 Do you have an estimate of the proportion of repeat visitors for your business (i.e. % who have previously used your property
or service)?
0 >5% 5%-15% 15%-30% 30-50% >50%
SECTION 13: BUSINESS OPERATIONAL REQUIREMENTS
13.1 Do you have to secure one or more licenses to operate your business?
a) Based on your experience is it difficult to secure a new license?
Enter Type of License Required Very Difficult Very Easy
0 1 2 3 4 5
0 1 2 3 4 5
0 1 2 3 4 5
a) Based on your experience is it difficult to renew a license?
Enter Type of License Required Very Difficult Very Easy
0 1 2 3 4 5
0 1 2 3 4 5
0 1 2 3 4 5
13.2 Is the cost of securing and renewing your licenses a significant cost to your business?
A Significant Cost Not Significant

13.3 Do taxes or charges which are specific to the tourism industry (e.g. bed taxes, transport charges) represent a significant
addition to the cost of doing business?
A Significant Cost Not Significant
SECTION 14: OTHER COMMENTS WE SHOULD CONSIDER
Thank you for completing this survey. Your answers will remain confidential. Only average scores will be released in results.

TRAVEL TRADE SURVEY
PREAMBLE
This survey provides the opportunity for you to have your say on the impediments and opportunities to sustainable development of the
tourism sector in [COUNTRY]. It is being conducted as part of the World Bank Group’s Tourism Sector Diagnostic (TSD) assessment. The
aim of the project is to identify and prioritize constraints and opportunities regarding the development of the tourism industry, with a view
to determining solutions that can be supported through future assistance programs. We shall collate responses to obtain average scores,
but additional comments on each section are welcome. Your feedback will remain confidential and only aggregate scores will be released.
SECTION 1: GENERAL INFORMATION
Your Name:
Organization:
Position/Title:
Address:
Phone:
Email: Date:
SECTION 2: YOUR COMPANY’S BUSINESS TO [COUNTRY]
2.1 How long has your company been selling travel products and services to [COUNTRY]?
2.2 How is [COUNTRY] included in your tour operations program? (E.g. FIT, GIT, group series, niche programs? On request only?)
2.3 How many passengers has your company booked to [COUNTRY] in the past 5 years?
5 years ago 4 years ago 3 years ago 2 years ago 1 year ago
Section 2 Comments:
SECTION 3: STRENGTH OF MARKET APPEAL FOR [COUNTRY]
3.1 How would you rate the attraction value of [COUNTRY]’s tourism assets relative to competing destinations?
No Value Very Little Some Value Medium High Value Very High
(please circle)
Value Value Value
a) Natural Assets 0 1 2 3 4 5
b) Cultural Assets 0 1 2 3 4 5
c) Man-made Assets 0 1 2 3 4 5
d) Overall 0 1 2 3 4 5

3.2 How would you rate [COUNTRY]’s market appeal in terms of availability of compelling products and services?
No Market Very Limited Limited Average High Market Very High

(please circle) Appeal Market Market Market Appeal Market
Appeal Appeal Appeal Appeal
a) Nature-based products 0 1 2 3 4 5
b) Culture-based products 0 1 2 3 4 5
c) Other man-made products 0 1 2 3 4 5
e) Overall tourism offering 0 1 2 3 4 5
3.3 How has the level of market appeal for [COUNTRY] changed during the past 3 years?
Dramatically Decreased Dramatically Increased
3.4 How would you rate [COUNTRY]’s strength of appeal in terms of offering a unique, globally/regionally significant ‘must-see’
site/s or ‘must-do’ activity/ies?
Very Weak Very Strong
3.5 How would you rate [COUNTRY]’s strength of appeal in terms of value for money? (On a scale where 0 = very weak and
5 = very strong)
3.6 How would you rate [COUNTRY]’s strength of appeal in terms of ease of organizing travel arrangements? (On a scale where
0 = very weak and 5 = very strong).
Section 3 Comments:
SECTION 4: BARRIERS TO MARKET APPEAL
To what extent do the following factors impede market appeal for tourism to [COUNTRY]?
(please circle) Significant Barrier Not a Barrier
a) Cost of international access to 0 1 2 3 4 5

[COUNTRY]
b) Cost of travel within [COUNTRY] 0 1 2 3 4 5
c) Ease/difficulty of access to the 0 1 2 3 4 5
[COUNTRY]
d) Ease/difficulty of travel within 0 1 2 3 4 5
[COUNTRY]

(please circle) Significant Barrier Not a Barrier
e) Quality/safety of transport 0 1 2 3 4 5
services to [COUNTRY]
f) Quality/safety of transport 0 1 2 3 4 5
services within [COUNTRY]
g) Cost of accommodation in 0 1 2 3 4 5
[COUNTRY]
h) Availability of accommodation in 0 1 2 3 4 5
[COUNTRY]
i) Quality of accommodation in 0 1 2 3 4 5
[COUNTRY]
j) Lack of things to see/do in 0 1 2 3 4 5
[COUNTRY]
k) Cost of other tourism products 0 1 2 3 4 5
and services in [COUNTRY]
l) Availability of other tourism 0 1 2 3 4 5
products and services in [COUNTRY]
m) Standard of other products and 0 1 2 3 4 5
services in [COUNTRY]
n) Safety and security concerns in 0 1 2 3 4 5
[COUNTRY]
o) Health concerns in [COUNTRY] 0 1 2 3 4 5
p) Social issues (e.g. poverty, human 0 1 2 3 4 5
rights issues) in [COUNTRY]
q) Environmental issues (e.g. natural 0 1 2 3 4 5
resource degradation)
in [COUNTRY]
Section 4 Comments:
SECTION 5: TRANSPORT AND ACCESS
5.1 What is your opinion on the adequacy of air transport to and within [COUNTRY], specifically in relation to the following?
(please circle) Inadequate Adequate
a) Frequency of flights to [COUNTRY] 0 1 2 3 4 5

b) Availability of seats 0 1 2 3 4 5
c) Suitability of airline schedules 0 1 2 3 4 5
for connections to key tourism
locations in the destination
d) Suitability of airport facilities/ 0 1 2 3 4 5
services
e) Availability of reliable internal 0 1 2 3 4 5
flights for local travel

5.2 What is your opinion on the adequacy of cruise transport to and within [COUNTRY] specifically in relation to the following?
a) Ease of access to [COUNTRY] 0 1 2 3 4 5

by boat/ship
b) Frequency of cruises to 0 1 2 3 4 5
[COUNTRY]
c) Availability for bookings 0 1 2 3 4 5
d) Suitability of schedules 0 1 2 3 4 5
e) Suitability of cruise port facilities 0 1 2 3 4 5
5.3 What is your opinion on the adequacy of ground transport/infrastructure within [COUNTRY] specifically in relation to the
following?

by road travel
b) Quality of road infrastructure 0 1 2 3 4 5
c) Facilities for road travel (e.g. 0 1 2 3 4 5
customs, fuel stops, safety)
d) Supply of local transport options 0 1 2 3 4 5
according to demand
5.4 What is your opinion on the adequacy of rail transport/infrastructure within [COUNTRY] specifically in relation to the
following?

by train
b) Frequency of trains to destination 0 1 2 3 4 5
c) Availability for bookings 0 1 2 3 4 5
d) Suitability of schedules 0 1 2 3 4 5
e) Suitability of train facilities/services 0 1 2 3 4 5
5.5 What is your opinion on the relative ease of market access to/within [COUNTRY] specifically in relation to the following?
a) Availability of flight routes to 0 1 2 3 4 5

[COUNTRY] with uncomplicated,
convenient connections
b) Ability to secure seats on 0 1 2 3 4 5
preferred flights
c) Ability to access key tourism sites/ 0 1 2 3 4 5
locations within [COUNTRY]
Section 5 Comments:

SECTION 6: ACCOMMODATION SUPPLY
6.1 What is your opinion on adequacy of accommodation in [COUNTRY] specifically in relation to the following?
a) Number of suitable quality rooms 0 1 2 3 4 5

b) Range of suitable types/options 0 1 2 3 4 5
Section 6 Comments:
SECTION 7: SUPPLY OF OTHER TOURISM PRODUCTS AND SERVICES
7.1 What is your opinion on the adequacy of the supply of the following in meeting demand?
a) Food and beverage outlets 0 1 2 3 4 5

b) Local tours/tour operators 0 1 2 3 4 5
c) Tour products to meet demand 0 1 2 3 4 5
Section 7 Comments:
SECTION 8: [COUNTRY]’S BRANDING AND MARKETING

8.1 What is your opinion on the effectiveness of [COUNTRY]’s brand positioning and marketing in attracting and generating
tourism sales?
(please circle) Very Ineffective Very Effective
a) Brand positioning 0 1 2 3 4 5
b) Marketing 0 1 2 3 4 5
8.2 What is your opinion on the effectiveness of the overall region’s brand positioning and marketing in attracting and generating
tourism sales?
(please circle) Very Ineffective Very Effective
a) Brand positioning 0 1 2 3 4 5
b) Marketing 0 1 2 3 4 5
8.3 How well do you think the visitor’s actual experience matches their expectations
No Match Excellent Match
8.4 What is your opinion about the quality and quantity of [COUNTRY] destination information available for your market?
Insufficient Information Sufficient Information

Section 8 Comments:
SECTION 9: VISITOR EXPERIENCE
9.1 Are there taxes or charges on tourists which you believe negatively influence their views about the destination (e.g. bed tax,
departure tax, visa fees)?
(please circle) 1. Yes 2. No 3. I don’t know
If yes, list:
9.2 To what extent do you believe barrier controls (long delays, difficult questioning, intrusive customs or bribery) at ports and
airports generate negative perceptions for visitors to [COUNTRY]?
Serious Concern No Concern
Section 9 Comments:
SECTION 10: OTHER COMMENTS WE SHOULD CONSIDER
Thank you for completing this survey. Your answers will remain confidential. Only average scores will be released in results.

V. SITE ASSESSMENT CHECKLIST
NAME OF ATTRACTION: NAME OF OBSERVER:

DATE OF VISIT: NAME/POSITION OF CONTACT:
ITEM COMMENTS
Site conditions
Location
Size/dimensions
Opening hours/days
Description of activities
Key elements of attraction
Quality ranking of facilities
Links to other attractions: stand-alone or part of wider itinerary
Access considerations
Distance/mode from main destination hub
Points of access, entry, exit
Public transportation and parking (private vehicles, coach)
Support facilities
Signage
Restrooms
Concessions
Accommodation
Ownership
Management responsibility and arrangements
Visitor statistics
Visitor capacity
Visitor management
Market
Types of visitors observed
Pricing
Quality of visitor experience
Visual Impact
Ease of visitor movement
Cultural authenticity
Visitor behavior
Health and safety issues
Cleanliness
Summary of key strengths and weaknesses
Areas for improvement and opportunities
for future development

VI. SAMPLE TERMS OF REFERENCE the future to present a high-level profile of supply and demand
in the region.
(TOR)
Investment analysis: Collect data and analyze the investor
INTERNATIONAL TOURISM EXPERT FOR SECTOR market, including levels of FDI and domestic investment, and
SCOPING STUDY types of tourism projects being developed (and pipeline).
Background Identify specific investors and categorize types of investors,
access and availability of finance, size of projects, market
[Client] has requested World Bank Group to provide support segment, and typical structure of deals. An indication of
in developing their tourism sector. [Client] has requested a current and likely future investor demand is important.
tourism diagnostic assessment of the key opportunities and
constraints within the sector, with a specific focus on [insert]. Government priorities: Clearly identify government
priorities in the sector (thematic, geographic, etc.) as they
This TOR establishes the scope of work to conduct a
relate to destination development and the private sector, and
preliminary sector diagnostic scoping that will be made
any challenges envisaged in achieving their targets. This is
available to the client. It will also serve to guide the discussion
likely to be further refined during meetings with the client.
for potential WBG engagement, going forward.
Constraints: Compile a list of constraints related to investing
Overview of Tourism Sector in Client Country
in or operating a tourism business from the private sector
[Insert] perspective – identified and validated through stakeholder
consultation.
Objectives of the Assignment
Product/market opportunities: Assess existing products
The objective is to undertake a rapid assessment of the
in terms of quality, pricing, fit with markets, and standards.
tourism sector in [client country], focusing on the constraints
Identify and analyze potential opportunities for growth within
and opportunities facing the sector.
the destination (new products, new segments, new markets,
This piece of work will build a profile of the sector as it is now, enhanced regulatory frameworks, different geographical
but also what it will look like into the future. It will include focus, under-exploited assets, PPP opportunities, etc.)
analysis of the market (supply and demand), investment, validated through stakeholder consultation.
regulatory environment, operating environment, and overall
destination development, as well as constraints, opportunities, Donor mapping: Compile a brief profile of other donors
and recommendations for meeting government targets and (including WBG initiatives), NGOs, and organizations involved
priorities. The assessment will be submitted to the client to in the tourism sector (or directly related fields) and their key
inform their future policy decisions and will also inform potential areas of focus/intervention.
tourism project design (technical assistance) for the WBG. Institutional analysis: Meet with and interview key
Scope of Work institutions responsible for driving growth in the sector,
including private sector associations. A brief assessment of
The expert consultant will carry out the following activities: their focus areas, their capacity and current challenges should
Conduct a thorough diagnostic assessment through be undertaken.
desk review of all available literature on the tourism sector Gap analysis and recommendations: The consultant will
including donor reports, press articles, and national plans and indicate (where possible) which of the identified constraints
strategies.
and opportunities in the sector are being successfully addressed
Pre-scoping mission in country to: a) meet with the client by the client, donors, associations or existing initiatives, and
to further refine the focus of work and agree on deadlines where the gaps remain. Of these gaps, the consultant will
and objectives; and b) interview key private sector investors/ propose brief recommendations, a proposed workplan, and
operators, government officials, donors, NGOs, civil society, priority actions according to level of impact (if fixed) and level
and other relevant stakeholders. The WBG will provide some of effort (to fix). This will involve some basic quantification of
logistical support to this mission, but it is expected that the projected development impact (opportunity cost, investment
consultant will also help to research and plan the itinerary, generated, jobs created, etc.).
including stakeholders to meet.
Deliverables
Market analysis: Collect data and analyze the overall tourism
A draft outline of the report following the mission clearly
market; arrivals, spend, length of stay, guest profile, number
showing the direction of the assignment for the direct approval
of rooms, quality of hotels, occupancies, brands, grading, etc.
of the assignment supervisors.
including a summary of recent market history and trends. The
consultant should build in approximate likely projections for A draft report allowing for full feedback from the WBG.

A final report documenting:
VII. SAMPLE REPORT TABLE OF
• Client’s priorities in the sector and focus of the assignment.
CONTENTS
• Market and investment analysis of tourism sector (supply
Tourism Diagnostic Final Report: [insert country]
and demand), as pertaining to the priorities of the client.
Prepared for the World Bank Group by [insert TTLs/
• An institutional review of relevant bodies, and donor
consultant/firm]
mapping of the sector.
[insert date]
• Main constraints and opportunities within the sector as
faced by the private sector, and at a broader destination- Contents
development level. These should be framed within the
1. Executive Summary
context of the client’s priorities.
2. Background
The Consultant may be asked to assist the WBG in making
3. Government Vision and Priorities (summary of key
technical presentations, addressing issues, and responding to
targets, priorities in sector)
questions.
4. Institutional Analysis
Work program and timetable (indicative)
5. Benchmarking Comparator Destinations
TASK LEVEL OF EFFORT (DAYS) 6. Tourism Sector (background to destination, key statistics,
volumes, attractions, etc.)
Pre-mission diagnostic 10
7. Supply and Future Supply
assessment
8. Demand and Future Demand
Mission and stakeholder 20
interviews 9. Tourism Investment
10. Destination Growth Constraints
Draft report write-up 10
11. Destination Growth Opportunities
Revisions for final report 5
12. Mapping of Donor (and other Actor) Involvement
Qualifications 13. Gap Analysis and Recommendations
The consultant will have at least 10 years of professional

experience in the tourism sector and must demonstrate the
skills required to undertake the tasks set out under this TOR,
including:
• Thorough understanding of the tourism private sector,

including operations.
• Experience working in the regulatory environment for
tourism.
• Thorough understanding of investment climate issues in
the tourism sector and of the processes for mobilizing
investment for tourism projects.
• Good communicator with strong analytical capabilities
• Thorough understanding of sustainable tourism, pro-
poor tourism, and strategies for inclusive growth.
• Experience of the region will be an added advantage.
Reporting
The consultant will report to [insert TTLs].

Email us at [email protected]
Engage with us on social media at #tourism4dev
© 2019 The World Bank Group


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Public Disclosure Authorized Public Disclosure Authorized Public Disclosure Authorized Public Disclosure Authorized

TOURISM DIAGNOSTIC TOOLKIT 1

1818 H Street NW The material in this publication is copyrighted. Copying and/or

TOURISM DIAGNOSTIC TOOLKIT 3

The preparation of this current publication was led by John

4 TOURISM DIAGNOSTIC TOOLKIT

GLOSSARY 6 I. DIAGNOSTIC CHECKLISTS 42

EXECUTIVE SUMMARY 8 II. BENCHMARKING CHECKLISTS 60

SECTION ONE: III. STAKEHOLDER LISTS

SECTION THREE: IV. SAMPLE TOURISM INDUSTRY SURVEYS 69

SECTION FOUR: V. SITE ASSESSMENT CHECKLIST 84

VII. SAMPLE REPORT TABLE OF CONTENTS 86

TOURISM DIAGNOSTIC TOOLKIT 5

6 TOURISM DIAGNOSTIC TOOLKIT

TOURISM DIAGNOSTIC TOOLKIT 7

Tourism is recognized as a key sector for job creation and

The Tourism Diagnostic Toolkit provides systematic

The Tourism Diagnostic Toolkit is part of an evolving set of FCI

8 TOURISM DIAGNOSTIC TOOLKIT

ANALYSIS AND REPORTING

Since tourism is a multi-stakeholder sector that influences

TOURISM DIAGNOSTIC TOOLKIT 9

Figure 1: 20 Reasons Sustainable Tourism Counts For Development

Sustainable Resource Efficiency, Environmental

10 TOURISM DIAGNOSTIC TOOLKIT

competitive, sustainable, and destinations to improve public-private coordination

TOURISM DIAGNOSTIC TOOLKIT 11

Many parts of the World Bank Group are active in tourism

Finance, Competitiveness & Innovation Global Practice (FCI)

12 TOURISM DIAGNOSTIC TOOLKIT

Excursion and event

Tour operator Cruise lines Lodges Local guides Local bazars

Other transport Peer-to-peer

Natural assets in tourist destinations

Source: Adapted from Inrate.

However, our experience as a consumer tells us little about the

14 TOURISM DIAGNOSTIC TOOLKIT

Travelers travel agencies (OTAs) like Expedia and Booking.com or

Some products are sold directly to the consumer (buying

TOURISM DIAGNOSTIC TOOLKIT 15

16 TOURISM DIAGNOSTIC TOOLKIT

SUPPLIERS AIRLINE WEBSITE

E.G. LOCAL TOURS

Suppliers to tourism operations, e.g. taxis, food producers, handicraft artisans,

TOURISM DIAGNOSTIC TOOLKIT 17

18 TOURISM DIAGNOSTIC TOOLKIT

LOCAL COMMUNITIES PUBLIC SECTOR

As direct or indirect Includes national and sub-

TOURISTS TOURISM SUPPLIERS

TOURISM DIAGNOSTIC TOOLKIT 19

Figure 5: Tourism Sector Structure

LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4

Vision Training and Goods and Services Natural Environment

Public Institutional Investments and Activities, Facilities

Public Private Business Efficiency

20 TOURISM DIAGNOSTIC TOOLKIT

Figure 6: Hierarchy of Destination Needs

Source: World Bank Group.

TOURISM DIAGNOSTIC TOOLKIT 21

Interventions can be targeted and sequenced to have